Agility: The Path to Adaptive Control
In this life and most certainly in business, how we see ourselves often serves as an anchor, defining how we show up, influence others, and how others perceive us.
In my experience of nearly 53 years on this planet and 25-odd years in business, adhering rigidly to a fixed notion of self can impede success in today’s dynamic landscape.
A subject I explored in my latest podcast.
Understanding Identity for Agile Leadership
Identity is often viewed as a set of characteristics or a style that defines a leader. However, this fixed perception can limit our ability to adapt to new situations. Since locked down, a heart attack and being shot in the eye, I have studied many philosophies in search of the answer to some of life’s big questions. The simple truth is that we live in a world fueled by perception as opposed to reality.
Viewing reality as it is not how we want it to be is the simple truth of agile leadership. This means seeing who we are and how we show up as ever-changing, shaped by how we choose to be in this current moment, situation, or experience.
Back in 1988, I swam internationally for my country. Every day, I’d show up to training with a fixed view of how I needed to be and who I was. My mind was set on what I needed to do to qualify. A linear path to what I believed was success. What I failed to realise then was my inability to adapt my swimming and training to the changing circumstances of the race, my nutrition, my body and each event.
It wasn’t until my coach asked me, what are you so fixated on Deon, that I began to see things as they are.
Letting Go of a Fixed View of Self
The first step to becoming an adaptable leader is letting go of the fixed notion of self. This doesn’t mean losing your sense of identity but rather understanding that it can and should evolve.
For instance, in public speaking, adapt your delivery based on the circumstance you are experiencing. While still maintaining the goal. Sensing the present energy and moment (including your audience’s engagement and feedback where relevant) rather than sticking rigidly to how you thought you ought to be. It is seeing what is happening rather than what you think.
On a practical skills level, in a meeting, this is about listening to not only what is being said, but also what is not. And being less set on “what you think is happening.”
Seeing the Moment as It Is
Understanding the context of each situation and adjusting your style accordingly is the holy grail. For example, when giving a presentation, start with a structured approach but remain open to improvisation. If it feels right (a subject for another time — how do I determine what feels right and what isn’t?), explore the “new path” further, even if it wasn’t in your original plan. This is balancing control (having a structured presentation) and adaptability (responding to the situation).
It is a present-centred awareness that is crucial for leaders. When we are fully present, we read the room better. It is about thoughtful, truthful, and constructive communication, where your words are chosen in the moment to carefully inspire and guide. Not prepared back at home in your head.
Developing Adaptability as a Core Leadership Skill
Developing adaptability isn’t an overnight process. It requires practice, reflection, and a willingness to step out of our comfort zone. Here are a few ways to hone this skill (more of my ways here):
1. Seek Feedback: Regularly ask for feedback on your style, particularly in meetings and presentations.
2. Reflect on Your Experiences: Reflect after each presentation or meeting. What worked well? What could have been better?
3. Embrace Continuous Learning: Stay open to learning. Let go of the “well, that’s me sorted. I’m an Olympic swimmer now.”
I did qualify back in 1988 for the South African swimming team, two years after the realisation from my coach’s question. The path to adaptive control is not static but a dynamic process of continuous growth and learning.
Seeing the world (and ourselves) as it is, not how you wish it to be takes courage and a willingness to change and maybe be wrong. This openness and fluidity can lead to greater empathy, effectiveness, and impact.
