Why most leaders lack Adaptive Intelligence

Sean Bowman, Director, Stagira Consulting Pty Ltd

Let me start with what I think is a simple, yet profound statement.

“An opinion, no matter how well formed, and informed, is at best temporary and incomplete”

For those who understand and value the power of adaptive thinking, this simple statement is both liberating, as well as being the key to always staying alert to the volatility and disruptions that are defining this amazing period of time that we are living in.

True leadership involves envisaging, creating and shaping a new future. Having a perspective about how the world can be different –  making choices, taking actions and aligning people behind a vision has, and always will be, the true power of leadership.

However, all too often, leaders fall into the illusion or trap that their vision is “THE” vision. The only vision. As opposed to a strategic choice amongst many.

Leaders often look for open and explicit alignment to their vision.  Ever heard phrases like – “get on the bus”, “get on board” or “get with the program”?

Engaging people in a vision is really important. But here’s the thing… 

In reality, no vision is perfect.  Nothing on this planet is.  Every idea, every perspective, ever opinion has its imperfections and is never the complete solution or answer.  

No matter how brilliant –  any vision, perspective or opinion is temporary. The world eventually changes. And change is happening exponentially.  What made complete sense, and was compelling at a point in time, always changes.  And these changes will continue to happen faster and faster.  

So a hallmark of modern Adaptive Leadership is not just the ability to create a vision, but the ability to understand where this vision is incomplete, and to be alert to the internal and external signals of when their temporary vision is being challenged by changing market dynamics.

Being an Adaptive Leader involves having people on a team that can courageously alert senior leadership to these important signals or transition points, without viewing such feedback as a threat. Not viewing such feedback as someone who is “not on the bus” and who needs to be restructured out of the business.

If every vision, perspective or opinion is temporary and incomplete, there should be no problem being open to suggestions or views about how a vision or perspective can be improved.  Or where the pitfalls might be.  Or when the disruptions or volatility of the world start to render the vision less compelling or relevant, or even worse, completely misguided?

In a world devoid of ego, leaders would be open to such perspectives.  They wouldn’t view such well-intended offerings as a lack of alignment.  They wouldn’t view such feedback as people who are “not with the program”.  Such feedback wouldn’t be viewed as a challenge to the authority and intelligence of the leaders who views themselves as “always right” and the fountain of all knowledge.  

Senior leaders need to have a firm view about vision, and the strategic choices that they think are optimal to making their vision happen.   This is the essence of leadership.  The ability to create and shape a new future.

There is nothing wrong this.  In fact this capability is more important than ever.

The key leadership capability is to articulate a compelling picture of success of the future.  If this picture is compelling, an adaptive leader will welcome and encourage alternative perspectives about how this picture of success can be achieved, and will make strategic choices and decisions to achieve this,  whilst still retaining a radar and awareness of where the strategic choices are incomplete and temporary.  

This actually is the real challenge of diversity.   

A healthy mix of gender and ethnic background on leadership teams is extremely important.  But the full benefits are not achieved if everyone is like-minded, notwithstanding a mix of backgrounds.  True diversity comes from leadership teams with different backgrounds and perspectives, combined with the courage to speak up and with the culture where such opinions are welcomed and valued by the Board and CEO (as opposed to being viewed as obstructionist and a threat).

In a world of exponential change – a world where a 20th century’s worth of change is currently happening in seven years, and will happen every year by 2028, we need a new style of leadership.

A style of leadership where leaders are not only emotionally intelligent, but also Adaptively Intelligent.  

In a world of exponential change, Adaptive Intelligence will distinguish organisations and individuals that will flourish, from those who will flounder.

Click here to understand more about Adaptive Intelligence