Adaptive Leader Quotes

No plan survives first contact with the enemy. What matters is how quickly the leader is able to adapt.

Leadership grows like tall trees. It needs both toughness and flexibility - toughness for accountability - flexibility to adapt changes with a compassionate & caring heart for self and others.

Instead of adapting, their leaders clung to power and strove instead to be the last ones to starve to death. The Mayan civilization in South America did the same, and I expect our own civilization will do likewise.

There are no perfect leaders.

Exercising adaptive leadership is about giving meaning to your life beyond your own ambition.

A leader is a man who can adapt principles to circumstances.

Leaders should embrace change and adaptation, ensuring that processes and systems evolve to meet the changing needs of the business environment.

This means knowledge and experience are no longer the primary commodity. Instead, what is far more valuable is to have the ability to learn and to apply those learnings into new and unique scenarios. It's no longer about what you know, it's about how you can learn and adapt.

Cornel West says: “If your success is defined as being well adjusted to injustice and well adapted to indifference, then we don’t want successful leaders.

The wise leader does not make a show of holiness or pass out grades for good performance. That would create a climate of success and failure. Competition and jealousy follow.

Styles are tailor made to different situations. Different leaders must have their own styles and these styles must be able to adapt to different people and situations.

Being able to shift in light of new information and in light of new opportunities is a skill. Practicing will make you a more confident leader of change, now and in the future.

Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.

At this point, I can no longer avoid setting out, in an initial, provisional statement, my own hypothesis about the origin of “bad conscience.” It is not easy to get people to attend to it, and it requires them to consider it at length, to guard it, and to sleep on it. I consider bad conscience the profound illness which human beings had to come down with, under the pressure of the most fundamental of all the changes which they experienced—that change when they finally found themselves locked within the confines of society and peace. Just like the things water animals must have gone though when they were forced either to become land animals or to die off, so events must have played themselves out with this half-beast so happily adapted to the wilderness, war, wandering around, adventure—suddenly all its instincts were devalued and “disengaged.” From this point on, these animals were to go on foot and “carry themselves”; whereas previously they had been supported by the water. A terrible heaviness weighed them down. In performing the simplest things they felt ungainly. In dealing with this new unknown world, they no longer had their old leader, the ruling unconscious drives which guided them safely. These unfortunate creatures were reduced to thinking, inferring, calculating, bringing together cause and effect, reduced to their “consciousness,” their most impoverished and error-prone organ! I believe that on earth there has never been such a feeling of misery, such a leaden discomfort—while at the same time those old instincts had not all at once stopped imposing their demands! Only it was difficult and seldom possible to do their bidding. For the most part, they had to find new and, as it were, underground satisfactions for them.

The new education must prepare our students to thrive in a world of flux, to be ready no matter what comes next. It must empower them to be leaders of innovation and to be able not only to adapt to a changing world but also to change the world.

Positive energy is unleashed when leaders give themselves permission to connect and express themselves from the core of who they are. When leaders practice authenticity, creativity, engagement, confidence, and a sense of inner resourcefulness emerge.

Do not try to predict the effects your actions will have, because you can’t. Instead, encourage people to adapt their actions to realize the overall intention as they observe what is actually happening. Give them boundaries which are broad enough to take decisions for themselves and act on them.

Authentic leaders inspire us to engage with each other in powerful dreams that make the impossible possible. We are called on to persevere despite failure and pursue a purpose beyond the paycheck. This is at the core of innovation. It requires aligning the dreams of each individual to the broader dream of the organization.

his was a profession in which a good leader constantly had to adapt to new weapons, whether he liked them or not,

A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes.

God prepares leaders with a specific place and task in mind. Training methods are adapted to the mission, and natural and spiritual gifts are given with clear purpose.

Five rules to follow to be a great leader: 1. Be curious. 2. Serve others. 3. Be purpose oriented. 4. Be adaptive. 5. Be positive.

Be flexible like trees; when the wind blows bend, but do not break.

If you’re able to entertain new ideas, think outside the box, and adapt quickly to new situations, you’re more likely to become and succeed as a leader (Lebowitz, 2016).

Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To reorient oneself away from a focus on technology toward a focus on emotional process requires that, like Columbus, we think in ways that not only are different from traditional routes but that also sometimes go in the opposite direction. This chapter will thus also serve as prelude to the three that follow, which describe the “equators” we have to cross in our time: the “learned” fallacies or emotional barriers that keep an Old World orientation in place and cause both family and institutional leaders to regress rather than venture in new directions.

Leaders who want to create adaptive, self-organizing teams steer rather than control—they influence, nudge, facilitate, teach, recommend, assist, urge, counsel, and, yes, direct in some instances.

As the manager of my hedge fund, I’ve shorted the stocks of over two hundred companies that have eventually gone bankrupt. Many of these businesses started out with promising, even inspired ideas: natural cures for common diseases, for example, or a cool new kind of sporting goods product. Others were once-thriving organizations trying to rebound from hard times. Despite their differences, they all failed because their leaders made one or more of six common mistakes that I look for: They learned from only the recent past. They relied too heavily on a formula for success. They misread or alienated their customers. They fell victim to a mania. They failed to adapt to tectonic shifts in their industries. They were physically or emotionally removed from their companies’ operations.

Traffic was in confusion for several days. For red to mean "stop' was considered impossibly counterrevolutionary. It should of course mean "go." And traffic should not keep to the right, as was the practice, it should be on the left. For a few days we ordered the traffic policemen aside and controlled the traffic ourselves. I was stationed at a street corner telling cyclists to ride on the left. In Chengdu there were not many cars or traffic lights, but at the few big crossroads there was chaos. In the end, the old rules reasserted themselves, owing to Zhou Enlai, who managed to convince the Peking Red Guard leaders. But the youngsters found justifications for this: I was told by a Red Guard in my school that in Britain traffic kept to the left, so ours had to keep to the right to show our anti-imperialist spirit. She did not mention America. As a child I had always shied away from collective activity. Now, at fourteen, I felt even more averse to it. I suppressed this dread because of the constant sense of guilt I had come to feel, through my education, when I was out of step with Mao. I kept telling myself that I must train my thoughts according to the new revolutionary theories and practices. If there was anything I did not understand, I must reform myself and adapt. However, I found myself trying very hard to avoid militant acts such as stopping passersby and cutting their long hair, or narrow trouser legs, or skirts, or breaking their semi-high-heeled shoes. These things had now become signs of bourgeois decadence, according to the Peking Red Guards. My own hair came to the critical attention of my schoolmates. I had to have it cut to the level of my earlobes. Secretly, though much ashamed of myself for being so "petty bourgeois," I shed tears over losing my long plaits. As a young child, my nurse had a way of doing my hair which made it stand up on top of my head like a willow branch. She called it "fireworks shooting up to the sky." Until the early 1960s I wore my hair in two coils, with rings of little silk flowers wound around them. In the mornings, while I hurried through my breakfast, my grandmother or our maid would be doing my hair with loving hands. Of all the colors for the silk flowers, my favorite was pink.

When we limit ourselves by being the person we “should” be, we limit our aliveness. We may achieve success but not fulfillment because we are not living out all the important truths about ourselves, truths we need to slow down to excavate.

Pass the Ball Enlightened leaders deliberately hand over responsibility in order to create engaged team-players able to adapt their approach to suit the conditions. ‘Command & Control’ in a VUCA world is unwieldy and increasingly uncompetitive.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

The domain of leaders is the future. The work of leaders is change. The most significant contribution leaders make is not to today's bottom line; it is to the long-term development of people and institutions so they can adapt, change, prosper, and grow.

Even though he had lived in Monroe County his whole life, Walter McMillian had never heard of Harper Lee or To Kill a Mockingbird. Monroeville, Alabama, celebrated its native daughter Lee shamelessly after her award-winning book became a national bestseller in the 1960s. She returned to Monroe County but secluded herself and was rarely seen in public. Her reclusiveness proved no barrier to the county’s continued efforts to market her literary classic—or to market itself by using the book’s celebrity. Production of the film adaptation brought Gregory Peck to town for the infamous courtroom scenes; his performance won him an Academy Award. Local leaders later turned the old courthouse into a “Mockingbird” museum. A group of locals formed “The Mockingbird Players of Monroeville” to present a stage version of the story. The production was so popular that national and international tours were organized to provide an authentic presentation of the fictional story to audiences everywhere. Sentimentality about Lee’s story grew even as the harder truths of the book took no root.

As the acknowledged leader of the group by now, he threw out another challenge. In his most daring move, he insisted that in the group’s creative adaptation of the play they change the ending. In their version, with the title “To Revenge or Not to Revenge,” Hamlet should choose not to kill.

So as a leader it is critical to balance the strict discipline of standard procedures with the freedom to adapt, adjust, and manoeuvre to do what is best to support the overarching commander's intent and achieve victory. For leaders, in combat, business, and life, be disciplined, but not rigid.

Leadership is most essential during periods of transition, when values and institutions are losing their relevance, and the outlines of a worthy future are in controversy. In such times, leaders are called upon to think creatively and diagnostically: what are the sources of the society’s well-being? Of its decay? Which inheritances from the past should be preserved, and which adapted or discarded? Which objectives deserve commitment, and which prospects must be rejected no matter how tempting? And, at the extreme, is one’s society sufficiently vital and confident to tolerate sacrifice as a waystation to a more fulfilling future?

Leaders make themselves and others comfortable in a changing world. They eagerly explore new ideas, approaches, and cultures rather than shrink defensively from what lurks around life's next corner. Anchored by nonnegotiable principles and values, they cultivate the "indifference" that allows them to adapt confidently.

As a network is swamped by chronic anxiety, it is marked by reactivity. Those within the system no longer act rationally, but rather, high emotion becomes the dominant form of interaction. The system’s focus is directed toward the most emotionally immature and reactive members. Those who are more mature and healthy begin to adapt their behavior to appease the most irrational and unhealthy. This creates a scenario where the most emotionally unhealthy and immature members in the system become de facto leaders, shaping the emotional landscape with the focus on their negative behavior and what they see as the negative behavior of others.

The 9/11 attacks activated several of these group-related adaptations in my mind. The attacks turned me into a team player, with a powerful and unexpected urge to display my team’s flag and then do things to support the team, such as giving blood, donating money, and, yes, supporting the leader.31 And my response was tepid compared to the hundreds of Americans who got in their cars that afternoon and drove great distances to New York in the vain hope that they could help to dig survivors out of the wreckage, or the thousands of young people who volunteered for military service in the following weeks. Were these people acting on selfish motives, or groupish motives? The rally-round-the-flag reflex is just one example of a groupish mechanism.

As an example, teachers at any leader-centric course should “refer to Army operations or mission as “evolutions,” a term that has biological connotations rather than mechanistic ones. This suggests that the theme of curriculums, which deal with leader development, should be “adaptation and adjustment” rather than “precise planning and detailed schedule” curriculums and training plans that “enforce” procedures.148

Well, anyhow, the practical outcome of all these damn democratic ideas, is that men of our quality -- yes, damn it! we have a quality -- excuse themselves from the hard and thankless service they owe -- not to the crowd, Dick, but to the race. (Much good it will do is to shirk like that in the long run.) We will not presume, we say, no. We shrug our shoulders and leave the geese, the hungry sheep, the born followers, call them what you will, to the leaders who haven't our scruples. The poor muts swallow those dead old religions no longer fit for human consumption, and we say 'let 'em.' They devour their silly newspapers. They let themselves be distracted from public affairs by games, by gambling, by shows and coronations and every soft of mass stupidity, while the stars in their courses plot against them. We say nothing. Nothing audible. We mustn't destroy the simple faith that is marching them to disaster. We mustn't question their decisions. That wouldn't be democratic. And then we sit here and say privately that the poor riff-raff are failing to adapt themselves to those terrible new conditions -- as if they had had half a chance of knowing how things stand with them. They are shoved about by patriotisms, by obsolete religious prejudices, by racial delusions, by incomprehensible economic forces. Amid a growth of frightful machinery...

A Good Group A good group is better than a spectacular group. When leaders become superstars, the teacher outshines the teaching. Very few superstars are down-to-earth. Fame breeds fame, and before long they get carried away with themselves. Then they fly off center and crash. The wise leader settles for good work and then lets others have the floor. The leader does not take all the credit for what happens and has no need for fame. A moderate ego demonstrates wisdom.

a good set of questions to determine whether a project leader—or even an individual contributor—has an agile mindset might be, "In what specific ways and with what practices do you focus on value first and constraints last?" "In what specific ways and with what practices do you manage teams rather than tasks?" "In what specific ways and with what practices do you adapt to change rather than conform to plans?" Try these out in your organization to get a feel for your agile maturity.

Even so, the advance of the far right in Europe and the United States reveals the need to rethink memory work, to adapt it to new generations for whom the Second World War feels like a long-ago crisis. It's important to tell a story people can identify with, a story of ordinary people, the Mitlaufer, and not only of heroes, victims, or monsters. To raise awareness that, if history as such does not repeat itself, sociological and psychological mechanisms do, which push individuals and societies to make irrational choices by supporting regimes and leaders who are opposed to their interests, by becoming complicit in criminal ideas and actions. The most dangerous monster is not a megalomaniacal and violent leader, but us, the people who make him possible, who give him the power to lead. By our opportunism, by our conformity to all-powerful capitalism, which places money and consumption over education, intelligence, and culture, we are in danger of losing the democracy, peace, and freedom that so many of our predecessors have fought to preserve.

In a totalitarian state, which is a mirror of his upbringing, this citizen can also carry out any form of torture or persecution without having a guilty conscience. His “will” is completely identical with that of the government. Both Hitler and Stalin had a surprisingly large number of enthusiastic followers among intellectuals. Our capacity to resist has nothing to do with our intelligence but with the degree of access to our true self. Indeed, intelligence is capable of innumerable rationalizations when it comes to the matter of adaptation. Educators have always known this and have exploited it for their own purposes. Grünewald writes that he has never yet found willfulness in an intellectually advanced or exceptionally gifted child. Such a child can, in later life, exhibit extraordinary acuity in criticizing the ideologies of his opponents—and in puberty even the views by his own parents—because in these cases his intellectual powers can function without impairment. Furthermore, the teacher finds the soil already prepared for obedience, and the political leader has only to harvest what has been sown.

The reason for this is that sharks adapt to their environment. If you catch a small shark and confine it, it will stay a size proportionate to the aquarium in which it lives. Sharks can be six inches long and fully mature. But turn them loose in the ocean and they grow to their normal size. The same is true of potential leaders. Some are put into an organization when they are still small, and the confining environment ensures that they stay small and underdeveloped. Only leaders can control the environment of their organization. They can be the change agents who create a climate conducive to growth.

Force and Conflict The leader who understands how process unfolds uses as little force as possible and runs the group without pressuring people. When force is used, conflict and argument follow. The group field degenerates. The climate is hostile, neither open nor nourishing. The wise leader runs the group without fighting to have things a certain way. The leader’s touch is light. The leader neither defends nor attacks. Remember that consciousness, not selfishness, is both the means of teaching and the teaching itself. Group members will challenge the ego of one who leads egocentrically. But one who leads selflessly and harmoniously will grow and endure.

The Reagan formula featured a president with little comprehension of, indeed little interest in, most of the major issues of the day but with an actor’s skill in assuming a symbolic role, that of quasi-monarch. That same formula also aimed at replacing the idea of an engaged and informed citizenry with that of an audience which, fearful of nuclear war and Soviet aggression, welcomed a leader who could be trusted to protect and reassure them of their virtue by retelling familiar myths about national greatness, piety, and generosity. It was demagoguery adapted to the cinematic age: he played the leader while “we the people” relapsed into a predemotic state.

I believe a partial answer can be found in the responses made to the Mariner IV findings by political leaders, by Mr. Billy Graham, and by other American divines - often sure barometers of common attitudes. They were unmistakably relieved. Finding life beyond the Earth - particularly intelligent life, although this is highly unlikely on Mars - wrenches at our secret hope that Man is the pinnacle of creation, a contention which no other species on our planet can now challenge. Even simple forms of extraterrestrial life may have abilities and adaptations denied to us. The discovery of life on some other world will, among many things, be for us a humbling experience.

Decentralized Command was a necessity. In such situations, the leaders did not call me and ask me what they should do. Instead, they told me what they were going to do. I trusted them to make adjustments and adapt the plan to unforeseen circumstances while staying within the parameters of the guidance I had given them and our standard operating procedures. I trusted them to lead. My ego took no offense to my subordinate leaders on the frontlines calling the shots. In fact, I was proud to follow their lead and support them. With my leaders running their teams and handling the tactical decisions, it made my job much easier by enabling me to focus on the bigger picture.

Nonetheless, as Seattle's leaders and residents would discover, this new urban environment was a palimpsest of exploitation, conflict, compromise, adaptation, and defeat. Physical forces and creatures beyond human control always pushed back. So, too, did the people who suffered from the changes. The new urban ecology was never the result of purely natural forces but the combination of human power magnified or thwarted by an unpredictable physical environment. The non-human environment that enfolded the city was not predetermined, nor was the poverty that the decades of shaping and reshaping Seattle had aggravated. In the end, the ecology of urban poverty was altogether a human creation.

Before the Tower, humanity trusted much of its power to individuals. Most people let others make decisions on their behalf and believed their leaders would keep everyone’s best interests in mind. They tried to be careful about who they gave their power to, but often chose badly. It took time and experience for them to learn whom they could and could not trust, and even then, it didn’t always work. So humanity adapted, creating laws that people hoped would protect them from those who would take advantage, or who sought power over and above anything else. But systems could be dismantled. The people who were given power could be corrupted by it. And more often than not, those who sought power and had only their own self-interests at heart rose to the top.

LEADING LESSONS Stretch your legs. By this I mean you need to let go of the structure and rigidity of your life and do something different. There’s a saying: You don’t have to be great to start, but you have to start to be great. When I signed on to do Footloose, I learned about commitment on a whole new level. The tools I had called upon in the past to help me win dance competitions were not the ones I needed now. I had to find new ways to win at this as well. I had to let go of what had worked before and figure out new solutions. Flexibility is something all leaders need in their tool belt--the ability to roll with things, to shift gears, to approach something in a new and different way. The only thing certain in life is that life isn’t certain. Leaders know this, expect it, and change their hearts and heads to adapt to the situation.

Harriet Larson had said yes all her life. To her parents. To her teachers. To Lou and the girls. To Corinne and Sophie. She'd said yes to shopkeepers, to doctors, to car salesmen, to Girl Scout leaders, to Mormons on rounds, to hairdressers who wouldn't let her go gray. She'd been raised to say yes, to agree and approve and adapt and accommodate, to step aside as the architect of her own happiness. After Lou's death she vowed to say yes only when that yes belonged to her, solely to her. And so: Yes to college. Yes to teaching. Yes to retirement. Yes without being asked; yes before being asked. Yes to Book Club. Yes to Violet. Yes to the filthy and broken Dawna-Lynn, for whom she was searching out a bright, becoming color from a closet too full of beige. These yesses felt like power, like gateways, like love. "Frank." She laid her cheek on his chest. "Yes.

Leadership is the ability to see the potential in others that they may not yet see in themselves." "Great leaders don’t just navigate change; they embrace it and turn it into opportunity." "A leader’s true power lies in their ability to empower others to lead." "To lead is to serve; the strongest leaders are those who lift others higher." "Leadership is not a destination; it’s a commitment to continuous growth and learning." "True leaders inspire action through integrity, not authority." "The heart of leadership is knowing that every voice matters, including the quietest ones." "A leader's legacy is defined not by their achievements but by the impact they leave on others." "Leadership is about creating a vision that others can believe in, and a path they want to follow." "The essence of leadership is adaptability—responding with wisdom in the face of uncertainty.

Take It Easy Trying too hard produces unexpected results: The flashy leader lacks stability. Trying to rush matters gets you nowhere. Trying to appear brilliant is not enlightened. Insecure leaders try to promote themselves. Impotent leaders capitalize on their position. It is not very holy to point out how holy you are. All these behaviors come from insecurity. They feed insecurity. None of them helps the work. None contributes to the leader’s health. The leader who knows how things happen does not do these things. Consider: When you think that you are so good, what are you comparing yourself with? God? Or your own insecurities? Do you want fame? Fame will complicate your life and compromise simplicity in your comings and goings. Is it money? The effort of trying to get rich will steal your time. Any form of egocentricity, of selfishness, obscures your deeper self and blinds you to how things happen.

Leaders, some of whom are politicians in this book while others are soldiers, must be able to master four major tasks.2 Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach – in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders. Thirdly, they need to oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly. Lastly, they have to determine how the big ideas need to be refined, adapted and augmented, so that they can perform the first three tasks again and again and again. The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.

If you’re not part of the solution, you’re part of the problem,” or Martin Luther King’s statement that “our scientific power has outgrown our spiritual power. We have guided missiles and misguided men,” or Malcolm’s “We can work together with all other leaders and organizations, in harmony and unity, to eliminate evil in our community.” The saying “It takes a whole village to raise a child” (which I had seen in a little newsletter identifying it as an African proverb) really caught on. After about a year organizations all over the country began using it, and Hillary Rodham Clinton recently adapted it for the title of her book. Jimmy also began writing a regular column for the newsletter, raising all sorts of questions, such as, “Why are we at war with one another.?” “How will we make a living?” “What Time is it in Detroit and the World?”1 Clementine’s deeply felt appeals, Jimmy’s challenging questions, and my inclusion of news of community-building activities all helped to create the image of SOSAD as not just another organization but the spearhead of a new movement.

One of the most extraordinary examples of adaptation to immaturity in contemporary American society today is how the word abusive has replaced the words nasty and objectionable. The latter two words suggest that a person has done something distasteful, always a matter of judgment. But the use of the word abusive suggests, instead, that the person who heard or read the objectionable, nasty, or even offensive remark was somehow victimized by dint of the word entering their mind. This confusion of being “hurt” with being damaged makes it seem as though the feelings of the listener or reader were not their own responsibility, or as though they had been helplessly violated by another person’s opinion. If our bodies responded that way to “insults,” we would not make it very far past birth. The use of abusive rather than objectionable has enabled those who do not want to take responsibility for their own efforts to tyrannize others, especially leaders, with their “sensitivity.” The desire to be “inoffensive” has resulted in more than one news medium producing long lists of words, few of which are really nasty, that reporters should avoid using for fear of “hurting” someone. Obviously there are some words that are downright impolite if not always hostile and disparaging, but making everyone sensitive to the sensitivities of others plays into the hands of those who feel powerless.

He continues: "Happily the Greek nation, more than any other, abounds in literary masterpieces. Nearly all of the Greek writings contain an abundance of practical wisdom and virtue. Their worth is so great that even the most advanced European nations do not hesitate to introduce them into their schools. The Germans do this, although their habits and customs are so different from ours. They especially admire Homer's works. These books, above all others, afford pleasure to the young, and the reason for it is clearly set forth by the eminent educator Herbart: "'The little boy is grieved when told that he is little. Nor does he enjoy the stories of little children. This is because his imagination reaches out and beyond his environments. I find the stories from Homer to be more suitable reading for young children than the mass of juvenile books, because they contain grand truths.' "Therefore these stories are held in as high esteem by the German children as by the Greek. In no other works do children find the grand and noble traits in human life so faithfully and charmingly depicted as in Homer. Here all the domestic, civic, and religious virtues of the people are marvellously brought to light and the national feeling is exalted. The Homeric poetry, and especially the 'Odyssey,' is adapted to very young children, not only because it satisfies so well the needs which lead to mental development, but also for another reason. As with the people of olden times bravery was considered the greatest virtue, so with boys of this age and all ages. No other ethical idea has such predominance as that of prowess. Strength of body and a firm will characterize those whom boys choose as their leaders. Hence the pleasure they derive from the accounts of celebrated heroes of yore whose bravery, courage, and prudence they admire.

Iterative, adaptive approach that recognized the importance of developing prototypes or else manually walking through how the system would work in great detail, to discover problems that could not be foreseen any other way, and to make midcourse adjustments

Pray state, this day, on one side of a sheet of paper, how the Royal navy is being adapted to meet the conditions of modern warfare.

Not all words are created equal. Different words have different impacts. And because communication is a process of mutual adaptation, of move and countermove, the leader needs to consider the response his or her words are likely to provoke. And to resist the temptation to say anything that triggers a response different from the desired response. Because saying the wrong thing even once can derail an otherwise carefully planned event and hand the initiative to one's opponents.

Furthermore, we suggest a fractal self is capable of growth and a kind of metamorphosis. Daoists refer to a seasoned human cooperator and facilitator, working adroitly, with a natural ease in the smooth, orderly, adaptive spirit of wuwei, as a sage. Such an individual is typically embedded in a particular affinitive complex system. An affinitive system is virtually anything in nature or human endeavor that is avidly sought by an individual in pursuit of vocation or avocation-a business, social, educational, artistic, scientific, or governmental enterprise, and so forth. Such systems typically develop chaotic structures and behaviors; envisioned as geometrical forms, they often constitute complicated attractors; around the edges of their coherent existence they would tend to be fractally organized, transcending classic dimensionality (see introduction). The sage tends to develop into a leader or catalyst within his or her affinitive system as he or she progressively "evolves" over time into increasing levels of intimacy and coherence with the system.

Of course, there was also the bureaucratic B.S. that pervades every organization. Different leaders reacted differently to stress. Some comported themselves well and put the mission first while others allowed stress to impact their decision-making. I use the word “allowed” because that’s just what it is: a choice to open oneself to external influences because the core self lacks the self-awareness to slap adversity in the face and say, “Get outta here. I got this.” Most of our actions at the operator level relied upon the decisions made by senior leaders, and if the decision-making process stalemated for any reason, then momentum lagged across the whole organization—as did results. When this happened—when there was an impetus for action but a lack of contextual awareness—there was only one thing us operators could do: we needed to adapt. We needed to make use of the minimal guidance we had because the problem set (i.e. the threat or crisis) wasn’t going to go away, and the only way to solve it was to fill the gap.

Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.” – Vince Lombardi

They say that democracy cannot be adopted; it has to be adapted to the African way of thinking. What does that mean? That the all-powerful and corrupt political leaders should stay in power? That Teodoro Obiang, the President of Equatorial Guinea, should appropriate all the country’s money for himself, a country with income per capita of more than 20,000 euros thanks to oil but where people suffer hunger and poverty? Or that women should not have any rights?

My analysis reflects that "outstanding entrepreneurs" have in their personality attitude of responsibility, aggressive in experimentation (creativity and innovation), patience for results, friendly with uncertainty, calculated risk taking, Minimum personal needs, Manages social pressures well (Comparisons), adaptive (good team player and a leader). Can such a personality be built?

So small changes in the ambient temperature over relatively short periods of time that are not sufficiently long for adaptive processes to develop can lead to huge ecological and climatological effects. Some of these may be positive, but many will be catastrophic. Regardless, however, of the sign of the effect, significant changes are upon us, and we desperately need to understand their origins and consequences and forge strategies for adaptation and mitigation. The crucial question is not whether these effects are anthropogenic in origin because they almost certainly are, but rather to what extent they can be minimized without leading to rapid discontinuous changes in our physical and economic environment and ultimately to the potential collapse of the global socioeconomic fabric. Hence my bewilderment at those in the general public including political and corporate leaders who reject the cautionary exhortations of scientists, environmentalists, and others, and why I am continually baffled by their lack of action. Yes, we should all delight in and promote the huge successes and fruits of the free market system and of the role of human ingenuity and innovation, but we should also recognize the critical roles of energy and entropy and together act strategically to find

The good-to-great leaders understood three simple truths. First, if you begin with “who,” rather than “what,” you can more easily adapt to a changing world.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. —George Bernard Shaw, playwright (1856–1950)

In practical terms, this means that leaders cannot afford to think in silos. Their approach to problems, issues and challenges must be holistic, flexible and adaptive, continuously integrating many diverse interests and opinions. Emotional intelligence – the heart As a complement to, not a substitute for, contextual intelligence, emotional intelligence is an increasingly essential attribute in the fourth industrial revolution.

the deluge of information available today, the velocity of disruption and the acceleration of innovation are hard to comprehend or anticipate. They constitute a source of constant surprise. In such a context, it is a leader’s ability to continually learn, adapt and challenge his or her own conceptual and operating models of success that will distinguish the next generation of successful business leaders. Therefore, the first imperative of the business impact made by the fourth industrial revolution is the urgent need to look at oneself as a business leader and at one’s own organization. Is there evidence of the organization and leadership capacity to learn and change? Is there a track record of prototyping and investment decision-making at a fast pace? Does the culture accept innovation and failure?

Geriatric or other life extension for the powerful poses a similar threat to a sentient species as that found historically in the dominance of a self-perpetuating bureaucracy. Both assume prerogatives of immortality, collecting more and more power with each passing moment. This is power which draws a theological aura about itself: the unassailable Law, the God-given mandate of the leader, manifest destiny. Power held too long within a narrow framework moves farther and farther away from the adaptive demands of changed conditions. The leadership grows ever more paranoid, suspicious of inventive adaptations to change, fearfully protective of personal power and, in the terrified avoidance of what it sees as risk, blindly leads its people into destruction. ―BuSab Manual

The leaders of such past generations resonate through history and take on a kind of mythic hue the more time passes. By associating yourself with those figures or times, you can give added weight to whatever movement or innovation you are promoting. You take some of the emotionally loaded symbols and styles of that historical period and adapt them, giving the impression that what you are attempting in the present is a more perfect and progressive version of what happened in the past. In doing this, think in grand, mythic terms.

The leaders of such past generations resonate through history and take on a kind of mythic hue the more time passes. By associating yourself with those figures or times, you can give added weight to whatever movement or innovation you are promoting. You take some of the emotionally loaded symbols and styles of that historical period and adapt them, giving the impression that what you are attempting in the present is a more perfect and progressive version of what happened in the past.

Dealing with authority figures in the court tends to regress us to our childhood and the family dynamic. The way we adapted to our parents’ power and the presence of our siblings will play itself out again in adult form in the court. If we felt the deep need to please our parents in every way in order to feel more secure, we will become the pleaser type in the court. If we resented our siblings for the parental attention they drew away from us, and tried to dominate these siblings, we will be the envious type and resort to passive aggression. We may want to monopolize the leaders’ attention as we once tried to do with our mother or father.

When the Canada geese fly north in spring, there is a leader who points the way, a leader at the apex of the V as the formation moves across the land. Those who follow must believe that the leader is doing the best he can but there is no guarantee that all journeys will end in salvation for everyone involved.

Overall, the more ambitious your vision, the more risk and time it can take to see any meaningful results from AI. Plus, some ideas may be so complex that they will never materialize until newer supporting technologies emerge. Ultimately, AI requires long-term commitment and a willingness to adapt with time.

Creativity is making original work. Innovation is adapting an existing work. It’s when you use something old to make something new.

Discipleship is not a one-size-fits-all process. It requires flexibility, adaptability, and a willingness to learn and grow with the individuals we are discipling.

In the symphony of AI's evolution, leaders must weave the notes of adaptability, ethics, and human connection to craft tomorrow's masterpiece.

Having a clear vision and a solid plan for your business is essential, but it’s equally important to be flexible and adaptable as circumstances evolve. Surround yourself with people who inspire and support your goals, and stay focused on your long-term vision.

Coachability and Adaptability Multiple times, I've seen reps who are either too insecure to admit that they cannot perform a new function or too fearful of change. They won’t let anyone coach them. If you're not coachable, you won't learn. If you won’t learn, you won’t adapt. Adaptability is a critical trait in any rapidly growing company. As your product, market, competition, and company changes, you'll need people who are flexible enough to adapt to the changing environment. They'll need to perform new tasks, learn new products, and develop new skills.

The general idea that psychopathy represents a potentially adaptive strategy is consistent with the finding that even violent psychopaths who harm nonrelatives tend to spare closely related individuals, such as their own parents and children.

Evolution in the cognitive niche has endowed our species with remarkable abilities such as language, abstract reasoning, and sophisticated mentalizing. These species-typical innovations have been accompanied by rapid changes in brain structure and functionality. While adaptations such as language are hugely beneficial, they are also likley to carry some costs. A number of authors have argued that vulnerability to psychosis is one of those costs -the price our species pays for its unique set of cognitive skills. From this perspective, there are no individual fitness benefits to psychosis proneness; vulnerability to schizophrenia and other psychoses is a general byproduct of our evolved design, and unfortunate combinations of genetic and environmental factors determine the onset of a full-fledged disorder in some individuals.

Said differently, in the modern work environment, the cycle of learning, unlearning, and learning again demands that workers embrace their agency to act and work in ways that make them more creative, more productive, and more fully human. Workplace leaders must risk the vulnerability to admit they don't have all the answers and willingness to discover together with their teams. The honest and fearless embrace of your own vulnerability builds the psychological safety that enables your team to be active, adaptive learners.

Joe found, rather than thinking of their strategy as distributing sheet music, it’s often better for leaders who want to unleash large-scale change to encourage people to “play jazz,” to adapt to circumstances and try new things “without ever entirely abandoning the original theme.

The good-to-great leaders understood three simple truths. First, if you begin with “who,” rather than “what,” you can more easily adapt to a changing world. If people join the bus primarily because of where it is going, what happens if you get ten miles down the road and you need to change direction? You’ve got a problem. But if people are on the bus because of who else is on the bus, then it’s much easier to change direction: “Hey, I got on this bus because of who else is on it; if we need to change direction to be more successful, fine with me.” Second, if you have the right people on the bus, the problem of how to motivate and manage people largely goes away. The right people don’t need to be tightly managed or fired up; they will be self-motivated by the inner drive to produce the best results and to be part of creating something great. Third, if you have the wrong people, it doesn’t matter whether you discover the right direction; you still won’t have a great company. Great vision without great people is irrelevant.

And distinguishing success from failure, oddly, can be the hardest task of all: arrogant leaders can ignore the distinction; our own denial can blur it; and the sheer complexity of the world can make the distinction hard to draw even for the most objective judge.

Being able to predict next year’s prices is enormously important to management. Being able to predict prices in five and ten years hence is a major strategic advantage. The managements of certain aggressive companies have realized that well-documented cost behavior could be factored into their pricing strategies. They set pricing and investment strategies as a function of volume-driven costs. At times, they reduced prices below current costs in anticipation of the decline in costs that they knew would result from expansion of volume. Capacity was added ahead of demand. The earliest companies to adopt experience-based strategies ran roughshod over their slower-adapting competitors. They often preempted their competitors by claiming enough of a growing demand so that when their competitors attempted a response, little volume remained, and the leaders’ costs could not be matched.

We measured transformational leadership using survey questions adapted from Rafferty and Griffin (2004):1 My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

As I read this book, a key insight was that Multipliers are hard-edged managers. There is nothing soft about these leaders. They expect great things from their people and drive them to achieve extraordinary results. Another insight that resonated with me was that people actually get smarter and more capable around Multipliers. That is, people don’t just feel smarter; they actually become smarter. They can solve harder problems, adapt more quickly, and take more intelligent action.

Adaptive leadership involves learning from failures and turning them into Opportunities for growth. Leaders who integrates reflection and learning into their leadership style are better equipped to navigate future challenges. They foster a culture of continuous improvement, where both successes and failures are valued as learning experiences.

Transformational Leadership Consulting is a leadership development company that is in partnership with LMI and offers world-leading development programmes. They have over 60 years of experience and empower leaders and teams to achieve their highest potential. The consultancy focuses on creating adaptive, visionary leadership by offering tailored leadership consulting, manager training, and time management solutions. Through partnership with LMI, clients gain access to proven methodologies that enhance team dynamics, productivity, and innovation. Whether developing new managers or refining executive leadership, Marcus Haycock provides personalised, results-driven programmes designed to drive meaningful change and long-term success.

Questioning cultures, by generating self-confidence, also tend to encourage adaptability in meeting new challenges. People who are comfortable with questions are nimble in adjusting to fluid change and limber in their thinking in the face of new data or realities. They can juggle demands without losing focus or energy. They are comfortable with ambiguity. Questioning leaders are likely to remain calm and clear-headed under high stress or during a crisis, and to remain unflappable when confronted by trying situations. Robert Hoffman, executive director of human resources and organizational development at Novartis, highlights this aspect of a questioning culture:

Questions have changed me immensely. I have greater self-confidence and a more relaxed attitude. I don't feel that I always have to have the answers in conversations or in situations where I need to speak at the spur of the moment. I feel this has increased my communication skills, especially listening and persuading. I have more trust in myself and others. Leading with questions has led to more trust, which appears to be a paradox of group life. I have stronger initiative and commitment. I learn more as I have become more directional by more questions. I have more patience and self-control, have greater openness and transparency. I now see myself as more adaptable and flexible. I am optimistic about opportunities [and] more inspirational and have greater vision and cognitive capability. Questions have given me greater understanding of organizational and political realities; I recognize the importance of organizational context and orientation. I am more willing to take risks in creating opportunities. I have a greater empathy with employees, customers, and others and a stronger commitment to develop others. My empowerment orientation is greater.

When I was younger, I thought my task was to forge ahead and succeed as an individual. But growing older has helped me realize that our success lies in our relationships— with the family we are born into, the friends we make, the people we fall in love with, and the children we have. Sometimes we struggle, sometimes we adapt, and at other times we set a course for others to follow. We are all leaders and followers in our lives. We are constantly learning from and teaching one another. We learn, too, that the most important work is not done by those who seem the most important, but by those who care the most.

Sir Michael Howard suggested, in “width, depth, and context.”3 Leader development and education should promote an organizational culture in which higher-level commanders are comfortable with relinquishing control and authority to junior commanders while setting conditions for effective decentralized operations consistent with the doctrine of mission command. Junior leaders must possess a bias toward action and accept necessary risks associated with leading and fighting in complex and uncertain environments against determined and adaptive enemies.

Efficiency is an important aspect to policing. We must ensure things that need to be done such as information and evidence gathering, dissemination and documentation in reports, etc., is indeed getting done. However it is important for leaders not to get lost in the efficiency of processes as it breeds a zero defects environment that creates a frontline that waits to be told what to think and slowing down considerably the effectiveness of timely decision making and tactical problem solving.