Overcome, Improvise, Adapt…and be a Leader.
The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World was written by Ronal Heifetz, Alexander Grashow, and Marty Linsky in 2009. Published by Harvard Business Press, all three authors have impressive academic pedigrees and work experience. Their book falls into categories of Leadership-Management-Business Analytics. We have read numerous books on leadership for this program the past three years and we have gleaned many helpful principles. I feel overloaded on the subject and I have reached the point of diminishing returns. Despite this caveat, the book brings substance and intelligence to the never-ending and always-evolving subject of leadership.
This book builds on the theory called Adaptive Leadership, an idea that focuses on three core principles. First is to teach leaders to focus intensively on the most important aspects of their business. Second is to try to lead new initiatives to capture these important aspects, and three to do so by bringing others in the corporation along with your vision. Heifetz and his colleagues want to take Adaptive Leadership theory out of the classroom and into the modern, competitive business workplace. They created their book to be a handbook that business leaders can refer to time and again during the course of their careers. It is a playbook to be read and re-read because the principles are timeless and much of what they say will not go out of style.
The book is divided into five parts, each building on the previous section. The introduction lays the premise for the book, which states there are two different varieties of challenges all businesses face. The first is technological problems, which are more straightforward and are solved by research and design. Straightforward does not mean easy but the pathway is usually clearly marked out. The second problem is labeled Adaptive Challenges. These challenges involve people’s attitudes, habits, and require leaders to possess emotional intelligence. This second variety is more difficult and is the focus of this book. Even though the authors do not write from a Christian point of view, their principles can easily be adapted to a Christian context.
The second section logically speaks about diagnosing a problem or an opportunity. This is hard work and oftentimes done in solitude by a leader. Generalities or vagueness is the enemy; the more specific a leader can be here, the better the solution will be. It will also be easier to get buy-in from employees and that is critical. As a leader you always need to be aware of your customers and constituencies. The authors say, “For any stakeholder, having to disappoint his own constituencies is immensely difficult” (p. 93).
The third section is entitled Mobilize the System and it is all about setting the initiatives into motion. There is subtle strategy and diplomacy along the way that the authors elaborate on extensively. This is seen especially in step six of chapter nine. The authors warn to watch the developing factions carefully in order to prevent your initiative from falling short: “…because refining and implementing your change initiative will usually require the involvement of people from different functions and departments in the larger system” (p. 130).
The fourth section forces the leader to see themselves as a system. Although a leader might think this step is not needed because leaders intuitively know this already, the act of writing this out and seeing it on paper brings clarification. It cuts through assumptions and reveals weaknesses in leadership. It traces out the concrete steps that are required to bring about your vision.
The fifth and final step is entitled Deploy Yourself. This section brings together all that has come before and to ‘go for it.’ The requirement of staying on task and encouraging employees is always needed, as is continual inspiration. There is also a nice section about not being afraid to fail and to try again. The book ends on an optimistic note about self-care and creating sanctuaries for yourself from this demanding and difficult world.
Adaptive Leadership is similar to Razzetti’s Remote Not Distant. But whereas Razetti offers strategies for the changing workplace in relation to the reality of remote work, Heifetz and his colleagues provide a wider-reaching strategy for navigating work and implementing new initiatives. Both clearly see the quickly evolving landscape for the workplace—and adaptation is required to succeed.
Bolsinger’s Tempered Resilience is similar to Adaptive Leadership because both books discuss the difficulty of leadership. It is in the cauldron of pressure with a lot at stake when the most valuable lessons are learned. Key to both books are the ideas of resilience during difficult times. Says Heifetz, et. al., “We suggest falling in love with tough decisions” (p. 257).
Friedman’s A Failure of Nerve and Adaptive Leadership also share in common the need for bold leadership. Leave fear behind and step out and make your case is a mantra both books would agree to. Lastly, the book that shares much in common with Adaptive Leadership is Taleb’s Antifragile: Things that Gain from Disorder. Both books present a world that is often chaotic and unpredictable. Leadership is essential to successfully navigate through it. Taleb teaches how to thrive and not just survive. Adaptive Leadership also admits this fast-changing world can be difficult to navigate: “In toady’s world, even the most experienced experts are in over their heads” (p. 106). Taleb is more philosophical about the subject, whereas Adaptive Leadership provides step-by-step, practical advice in the work place on how to work through this challenging environment.
The book has a corporate/government sensibility and its research and anecdotes fit those environments well. Workers and leaders serving in those segments in our economy would benefit greatly from this work. At the same time, the book is so well written and insightful there is much here that would instruct leaders of all varieties of commercial enterprise and faith based organizations.
About the Author
Troy Rappold
B.A. Communication - University of Colorado M.Div. Theology - Cincinnati Christian University Currently enrolled in D. Min. program at George Fox University11 responses to “Overcome, Improvise, Adapt…and be a Leader.”
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Troy,
I love that quote you lifted from the book, “In today’s world, even the most experienced experts are in over their heads.”
How do you feel Heifetz prepares leaders to get their proverbial heads above water?
Thanks Andy: It isn’t easy being in a leadership role in this day and age. So many challenges. I think Heifetz wrote a great handbook to help leaders stay afloat. Face one challenge at a time, breathe deep, consult with others, do your best, prioritize, etc… These three authors had a lot of good things to say.
Great connectons to other readings, Troy.
For you personally, in thinking about whatever God has in store for you as “next,” in what ways will this book be informative for you?
Eric: I am still utterly unsure of what the next step is for me professionally. Graduation will be here in two short months and I have no plans. But I’m looking for possibilities; I’m talking to people; I’m praying; I’m trusting. I feel like I’m doing everything I know how to do and should be doing…
Troy, what might be a tool or exercise from this book that you could apply to this time of waiting to see where God will have you step next?
ty for your execellent summary Troy.
It always helps me to see many more connections from the book. What has helped you develop resilience from your past?
Troy,
Thank you for your post. I’m curious how this book informs your current or future context?
Troy, great summary of the book. You always make great connections of previous readings, this week included. This time, you reference Razetti and “Remote, Not Distant.” That book was written after the pandemic while “Adaptive Leadership” was written before it. Do you think Heifetz et al. would write their book different in any ways in light of the implications of Covid-19 and impact on culture?
Troy: I wonder as you contemplate what is next for you if you found any particular set of questions or activities noteworthy of something to ask during potential interviews, etc. as you move forward to get a better understanding of the culture wherever you may end up?
Kayli: I really do not know what work God has for me after graduation. Not at all, really. I worry about it but I trust; he’s taking care of me so far. Faith, obedience, trust.
Troy, I loved reading your post. In comparing the two books, Adaptive leadership, and Antifragile, you have made the observation, “Taleb is more philosophical about the subject, whereas Adaptive Leadership provides step-by-step, practical advice in the workplace on how to work through this challenging environment.” Organizations differ in their contexts in so many ways, even when they are in the same industry. Do you think Heifetz’s prescriptive approach universally applies to every organization regardless of context?