Leaders will need to adapt their current ways of doing business to meet the new demands of their constituents — both employees and customers.
Our ability to consciously manage our emotional response to a setback and transform the negative emotions we feel into more positive ones is called cognitive reappraisal.
Learning leaders should not underestimate design thinking’s potential to creatively and rapidly meet the needs of their learners.
For business continuity, the right approach is to not push the pause button on capability-building but to embrace virtual learning.
Leaders must develop the ability to train and coach their team members on the behaviors required to survive and thrive in the face of stress, pressure and continual change.
The speed of change in our world today requires a level of adaptability for organizations that want to gain a competitive advantage.
Teams that build dynamic, responsive and adaptive learning programs, from sectors as diverse as nuclear power, health care and software engineering, apply the same fundamental rhythm to their approach. That rhythm balances thinking and doing.
We found that leaders’ natural behavioral styles can influence which leadership approach they prefer to use, but that leaders with high adaptability and versatility adjust their approach when followers require a high degree of relationship support.