As high levels of disruption continue to provide challenges for the way that change is planned, implemented and assessed in organisations, Change Leaders are having to call on all of their experience and capabilities to plot a successful course through fairly choppy waters.

Adaptive Change Leaders have a style that is particularly well suited to operating right now. So, what are the competencies that are helping them to successfully navigate what are fairly turbulent times?

In this video we explore how this type of leader:

• is capable of creating an effective context for change and transformation
• can energise Change Leadership at different levels in the organisation including committed local sponsors of change
• have the vision to develop adaptive change capacity
• ensure fellow leaders have the tools to deliver change during disruption through effective Change Leadership training and enablement

Watch now or download a copy of our ebook A guide to Adaptive Change Leadership in disruptive times to learn more.

Video transcript

Today's landscape is disruptive for leaders and organisations but Adaptive Change Leaders are uniquely equipped to excel in these turbulent times. This video explores the four key personal competencies that empower them.

1. Creating an effective context for change and transformation.

Adaptive change leaders grasp the significance of providing direction, even amid uncertainty.

This hinges on two vital components: vision and the imperative for change. Vision involves defining and communicating the positive outcomes of change, while the imperative for change focuses on why change is necessary, both for individuals and the organisation.

2. They can energise Change Leadership at different levels in the organisation by working effectively with initiating sponsors who typically have accountability at an executive level for the change. Change agents who assist the initiating sponsor in cultivating the network to drive change. Reinforcing sponsors, particularly middle and front-line managers, who are pivotal to many changes.And influencers, who though lacking formal authority, wield informal influence to lend legitimacy and support to change efforts.

3. They have the vision to develop adaptive change capacity. In fact, they see this as their own personal responsibility and are focused on recruiting and developing fellow leaders at all levels who are 'change ready'. In practice, this will typically take a range of different forms including:

• Employing profiling techniques to identify candidates with a 'change-ready' mindset.
• And incorporating resilience-building programs into talent management.

4. They ensure fellow leaders have the tools to deliver change during disruption, by using Change risk assessment tools to gather change data remotely and in realtime. Increasing digital collaboration on change initiatives and boosting skills through virtual learning programs.