Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Meagan Aaron is a managing consultant with 25+ years of advising clients on their talent management strategies that scale all levels of the leadership pipeline. When she’s not leading account teams or coaching executives, she supports the community of the city of Memphis by coaching small women business owners and upskilling leaders at nonprofits. 

Meagan Aaron

For leaders, adaptability means staying effective amid change. Whether navigating a restructuring, adopting new processes, or leading cultural transformation, adaptable leaders find opportunities where others see obstacles. They explore benefits, test new methods, and collaborate with their teams to turn uncertainty into progress.Leadership is often associated with stability, but in today’s rapidly changing world, the traditional “steady state” leadership is no longer a reality. Organizations need leaders who pivot quickly to meet shifting challenges.In this article, you’ll find practical methods to develop adaptable leaders who don’t just withstand change but grow stronger because of it.Identify Adaptability Potential Assessing current capabilities with methods like perception studies, tests, and simulations is the first step in developing adaptable leaders. This benefits both leaders and HR: leaders gain insights into their strengths and areas for growth, while HR uncovers the capabilities of their leadership group.When assessing for adaptability, look for the ability to: Seek to understand changes. These leaders actively pursue information about changes, including their rationale and impact, by consulting a variety of sources.Maintain a positive mindset. They view change as an opportunity to grow and help their teams see the benefits.Adapt quickly and resourcefully. These leaders adjust behaviors, experiment with new methods, and ease transitions using available resources.Recognizing these traits is the first step toward preparing leaders for the demands of constant change.Build Adaptable Leaders Some believe that adaptability is fixed because it’s an inherent trait. Yet, with intentional effort, we can reshape behaviors to overcome natural preferences.Building adaptable leaders requires a blend of learning methods to meet various preferences and create a comprehensive development program. Start with foundational learning on decision making, managing emotions, and leading through change. Whether delivered in person, virtually, or in self-paced modules, this foundational knowledge provides leaders with a solid base.Peer learning reinforces adaptability by allowing leaders to tackle case studies or real organizational problems together. It also fosters a culture of collaboration and shared growth. Structured peer coaching can address specific adaptability challenges, helping leaders apply their skills in a supportive environment.Simulations build confidence by letting leaders practice and receive feedback in a safe space. Crisis scenarios teach rapid decision making with incomplete information, “day in the life” simulations help leaders balance multiple changes simultaneously, and role-plays develop leaders’ strategies for overcoming resistance to change Finally, real-world application cements adaptability. Leaders demonstrate their skills by successfully managing change initiatives with mentor support. Additional resources, like real-time coaching during pivotal moments, reflective journaling, and regular debrief sessions, help leaders refine their approaches and continuously improve.Create Adaptable-Enabling EnvironmentsDeveloping adaptability begins at the top, with senior leaders modeling the desired behaviors. This means demonstrating quick pivots when circumstances shift and transparent communication during uncertainty. When senior leaders openly explain decision-making processes, it builds trust and helps teams feel more informed and comfortable with change. Acknowledging and correcting missteps encourages adaptability. Senior leaders should also mentor rising leaders, guiding them as they develop their adaptability skills.Cultural reinforcement is another touchstone of an adaptable-enabling workplace. Recognition systems should reward leaders for flexible, resilient responses to change. Sharing success stories and providing leaders with dedicated time to reflect and adjust during change reinforces the value of adaptability. Creating a safety net for calculated risks encourages leaders to experiment with new methods, benefitting the organization with innovative thinking.Finally, support adaptability through structured processes and resources. Streamlined decision-making enables quick, informed actions, while cross-functional networks improve collaboration and information flow. Leaders also need dedicated resources to experiment and pivot effectively. By embedding these practices into your culture and operations, you create an environment where leaders can thrive in the face of change.ConclusionWhile adaptability is a critical skill for individual leaders, it’s also an organizational capability that requires consistent investment in three areas: identifying potential, developing leaders, and creating environments where adaptability can flourish.This may seem daunting, but it doesn’t have to happen all at once. Start small, focusing on one area while committing to a long-term framework for full implementation.Remember that change isn’t on the horizon—it’s already here. The real question is whether your leaders are ready to navigate it. By taking a structured, intentional approach to building adaptability, you can ensure they are. 

Building Adaptable Leaders: A Framework for Developing Change-Ready Leaders

Aaron Silvers is an active leader in the evolution of online learning. He was the lead developer for Advanced Distributed Learning (ADL) responsible for determining how content could be built for SCORM system and over the last five years led the specification (and now standards) effort developing the Experience API. He chairs the IEEE xAPI Study Group.Through his consultancy, MakingBetter. Aaron accelerates learning and builds capacity in organizations. He evaluates systems and tools, leverages LEAN methodology to innovate and continuously improve learning and development functions, designs learning experiences and develops learning analytics and reporting capabilities.Aaron co-created the “Up to All of Us” community and annual gathering with partner Megan Bowe in 2011. Up to All of Us catalyzed a new community-of-practice that reconsidered design, workflow, tools and practice. He continues to encourage the development of more effective design practices and better tools through partnership for the Experience API community with the forthcoming events, Connections: xAPI.

Aaron Silvers

April 2013 - TD Magazine

A SCORM Evolution

categories.lvl0

Search results for 'Meagan Aaron'

Categories

Refine By