Leadership during uncertain times, like those the world is currently experiencing, is difficult to do well. When things move quickly and don’t conform to a pattern, what skills differentiate effective leaders from the rest? It primarily comes down to adaptability, says entrepreneur and consultant Aaron Kull.
He described adapting as the kind of skill that can’t be learned from a crash course or degree program. It requires real effort that can only be gained through the rough crucible of experience. In other words, the only way to become more adaptable is to try it.
As a successful executive, founder, and consultant, Kull has seen firsthand the benefits that adaptability brings.
Any good leader can identify when the winds of change start to blow, but it takes a mix of humility and open-mindedness to be able to create and execute a new plan when circumstances demand it.
But for those who embrace the challenge of accepting new ideas, re-thinking long-held approaches, and trying their hands in new markets, sectors, or positions, the rewards can be bountiful, Aaron Kull said.
“I really think that trying new things is important for anyone who wants to be in or is already serving in a leadership position,” he said. “And ensuring that you’re constantly growing and expanding your skill set is a huge part of both professional and personal growth.”
Most businesses (and people) rely on a considerable amount of inertia to keep moving ahead. One day is, typically, nearly the same as the last. Workday routines can bolster efficiencies and free up valuable time and energy to focus on complex problems. But daily routines can blind leaders to new opportunities and subtle changes that signal coming changes.
Breaking that inertia can be scary because it slows everything down, but the reduced pace allows for a clear-eyed view of everyday processes and how they impact the bigger picture. Slowing down make it easier to identify what is working and what can be improved. That kind of information is invaluable for businesses as well as individual careers, said Aaron Kull.
Stopping to smell the flowers isn’t just about noticing the pleasure and beauty of everyday life, he added. It can reveal important information about the health of the environment and reveal things that have been missing.
“One of the first things that I did in my career was to make a note of the fact that I was gaining heavy experience on the technology side of things, and how that felt one-sided. I wanted to balance that out with experience on the people side of things, on the operational side of things, and on the process side of things,” Aaron Kull said. “It’s kind of funny. I think back to my first leadership role or really management role, I can see that I had no idea what I was doing. That poor girl that I was managing, I feel so bad for her because she had to endure my learning curve. But then, as I grew in my career, I got better, and the things that primarily shaped me most effectively as a leader were challenge and humility.”
Those ingredients—challenge and humility—led him to discover the power of adaptability. Too many leaders focus on what they think are immutable laws of proper management, Aaron Kull said. Some focus on the outcome. Others, on the process. They believe in open office concepts, content management systems, or Myers-Briggs personality assessments. While all of these tools have value, an overreliance on any one method can lead to rigid enforcement and innovative stagnation.
“It’s interesting. I would say that leadership is environment specific. But I would also say that it’s people-specific and time-specific, too,” Kull said. “What is required of you as a leader for one person might be very different from what’s required for you as a leader to another person. And that goes not just for entire teams and entire segments of the organization, but it also goes for direct reports as well.”
Learning to be flexible can be especially hard for high-achievers and organizational newcomers, he added. Ambitious people usually adhere to tried-and-true strategies that have propelled their careers upward but may not be right for those below them. And when an executive comes into a new culture, they might feel they have a mandate to effect change, no matter the costs.
“I think that understanding the existing culture that you’re walking into is really important because it’s going to hold baggage and legacy information that may prevent you from creating a new type of culture that suits you,” Aaron Kull said. “The important part of starting a new role at any leadership level is becoming adaptable to what others need. It starts by getting alignment from others within the organization—not necessarily agreement—on how they want the company to function and feel.”
But the reality is that becoming personally adaptable allows for greater wins.
