Como você promove uma cultura de adaptabilidade em sua equipe?

An example I’ve seen is when a new person joins the team and they need to get to know each team member first before the team can fully understand how they can all work together in an effective manner.

In my experience, adaptability skills are necessary. They create the space for me to embrace complexity and challenge myself to learn and grow. This type of skill set is an asset to the workplace.

Strong active listening skill and the willingness to search out alternative viewpoint based on what you are hearing and sensing in body language creates a path. That path might reinforce what you were envisioning. Alternative options might exist within uncovered resources that are now available. A tangential view might present itself. Or you might now become aware of why your previously thought out process might falter. Adaptability is not a noun but rather an action verb. By using this approach a strong leader becomes a facilitator. With everyone invested in the process a project can move forward toward the next juncture. But for your project to succeed, adaptability must come with every step.

It might be particularly challenging for managers to find a way to manage their employees remotely without any tensions. The thing is that some managers struggle with this kind of situation as they have less to no control over their subordinates and this can cause frustration.

Self-reflection can be particularly helpful when you are trying something new. It can be challenging at first, but in time, you’ll find yourself feeling more confident and less anxious about what you’re doing. Taking a pause to think and “take stock” of the steps you’ve taken so far is important for your mental health and wellbeing as well as your ability objectively to access your own actions.

There are two ways that I assess these skills, feedback, and reflection. Feedback is love. One of my colleagues shared that statement, and I’ve taken it to heart. It is a form of care to provide me with information to help me be better than I was before. Therefore, I consistently seek feedback. And I believe in making my learning public and it occurring in real time because I want to model that I’m still on a learning journey, too. Second, I constantly reflect on my adaptability. Sometimes, I reflect immediately after an experience or write questions to myself as something is occurring. The goal is to ensure that I’m self-aware and continuously improving.

An example of honing my adaptability skills is when our team designed a book study of Dr. Amy Edmondson’s The Fearless Organization for our entire staff. I shared my idea of a high-level design with the team. They contributed their ideas, and that created the first session of the book study. However, we solicited feedback from the staff at the end of the first session in the form of I Like, I Wish, I Wonder. Even though we had a design for the book study, we leveraged the feedback to adjust the plan for the next session. In the next session, we made sure that we gave voice to those adjustments, so the staff knew that we were responsive to their feedback. We repeated this practice demonstrating adaptability and the willingness to improve.

Adaptability is a requirement for our team because we have built our model on the flywheel approach. We have three components, and was the wheel turns, we continuously build, adopt and assess for growth. Because we have incorporated these components into our work, the culture itself expects new and modified approaches to ensure we can continually evolve and improve how we serve clients and support their work executing their strategies and goals.

I think you need to establish a team identity or a theme - by doing so we can align goals and hold each other accountable. The "we" identity makes each person in the team more inclined as part of the collective vision. I believe this is less about challenging and more about affinity.

The first thing I do to foster a culture of adaptability on a team is to establish that we are all learners and leaders. We all have something important to contribute, and I believe it takes away the pretense and pressure immediately because people know at that point that they are safe. We have foundation-wide relational agreements that also help set the tone for our teams, and I don’t just say them; I embody them. I believe people can feel that, which goes a long way toward establishing a culture of adaptability. Additionally, I welcome everyone’s contributions, ability to challenge and push back, and to celebrate mistakes. All of it is learning.