Adaptability: Critical to Effective Leadership

A decade long study published in Harvard Business Review set out to identify the specific attributes that differentiate high-performing CEOs: 

Our analysis shows that CEOs who excel at adapting are 6.7 times more likely to succeed. CEOs themselves told us over and over that this skill was critical. The adaptable CEOs spent significantly more of their time—as much as 50%—thinking about the long term. Adaptable CEOs also recognize that setbacks are an integral part of changing course and treat their mistakes as opportunities to learn and grow. In our sample, CEOs who considered setbacks to be failures had 50% less chance of thriving. Successful CEOs, on the other hand, would offer unabashedly matter-of-fact accounts of where and why they had come up short and give specific examples of how they tweaked their approach to do better next time. Similarly, aspiring CEOs who demonstrated this kind of attitude (what Stanford’s Carol Dweck calls a “growth mindset”) were more likely to make it to the top of the pyramid: Nearly 90% of the strong CEO candidates we reviewed scored high on dealing with setbacks.

Read more about the CEO Genome Project in the Harvard Business Review

Estranged

Whoever protects himself against what is new and strange and thereby regresses to the past, falls into the same neurotic condition as the man who identifies himself with the new and runs away from the past. The only difference is that the one has estranged himself from the past, and the other from the future. 

CG Jung, Modern Man in Search of a Soul

How to Identify Adaptable People

How can you determine whether a job candidate is willing to constantly revise their understanding and reconsider problems they thought they'd already solved?" Ask: “Tell me about a goal you didn't manage to achieve. What happened? What did you do as a result?" 

Most candidates will take responsibility for failing. (People who don't are people you definitely don't want to hire.) Good candidates don't place the blame on other people or on outside factors. They recognize that few things go perfectly, and a key ingredient of success is having the ability to adjust.   

Smart people take responsibility. And they also learn key lessons from the experience, especially about themselves. They see failure as training. That means they can describe, in detail what perspectives, skills, and expertise they gained from that training. And they can admit where they were wrong -- and how they were willing and even eager to change their minds.     

Jeff Haden writing in Inc.