INCREASED STAKEHOLDER EXPECTATIONS, a rapidly changing workforce and digital dominance are just a few of the elements making leadership as challenging today as it has ever been. Through a decade of study, observation and practice — plus hands-on engagement with a wide range of executives — I have explored the question of what leaders need to do differently to be successful in these extraordinary times.
One thing is certain: What got us here — instinctual, command-and-control, non-reflective leadership — is no longer effective. Being intentional about renewing one’s approach is now the gold standard. My work and teaching has enabled me to identify eight core capabilities that, together, define ‘intentional leadership.’
The discovery and exploration of how the ‘Big 8’ fit within leaders’ roles was debated and agreed-upon through 25 week-long sessions with over 900 senior executives at the Rotman School of Management and BMO Financial Group. In my new book, I describe why leading with intention is so important and explain the Big 8 in detail. In this article I will share insights about two of the capabilities: personal adaptability and strategic agility.
CAPABILITY 1: PERSONAL ADAPTABILITY
Successful leaders are often asked, If you could name the skill that is most responsible for your success, what would it be? It’s a tough but fair question. Every leader should be able to prioritize the one, two or even three most-critical skills within their own context. During my decade of research for the book, virtually every leader I spoke to explicitly mentioned one particular skill: personal adaptability.
Personal adaptability requires specific beliefs, habits and intentions: Are you able to embrace the new or changing dimensions of a
