The phenomenon of quiet quitting is real. For individuals, disengagement can manifest as a lack of motivation, irritability, burnout, and an overall sense of underperformance.
But turning talk of change into real action isn’t easy. Even though leaders talk a lot about needing to adapt, actually making it happen is tough. There’s often a big gap between what’s said and what’s done.
Collaboration isn’t just about working together when things are smooth sailing; it’s about navigating rough waters as a team. Establishing guiding principles for collaboration sets the groundwork…
The World Economic Forum notes that disruption is increasing on the geopolitical, climate and technology front while trust is decreasing. They conclude “to navigate this new world, businesses will need to be increasingly adaptable and resilient.”
It’s incumbent upon leaders at all levels to build their adaptive capacity. But sending folks off to training programs to learn more skills they can add to their leadership toolkit might not be sufficient.
Sometimes change happens to you, and sometimes you invite change into your life. I recently did that when I decided to bring a sweet 9-week old puppy to my household, and it’s turning into a deep-dive personal experiment in adaptability and resilience.
Never in a million years did I have an interest in spending more than 5 seconds in cold water willingly. But when a friend invited me to join her for a community cold-dip experience, I said “Heck, I’ll try anything once!”
How are you adapting to change? It’s become practically a cliché to talk about the relentless pace of change. With the rapid emergence and adoption
Making new choices, especially those aimed at improving ourselves or our work routines, can feel like trying to catch lightning in a bottle. In the tumultuous world of leadership where change is the one thing you can count on, adaptability to new and emerging challenges is key.
I just logged Dip 252 in Lake Ontario. When I did my first dip with a group of friends as part of a large community event in November 2002, I thought. “Ah, I’ll try anything once!”. No one could be more surprised than I was to discover I wanted to do it again. And again, and again.
Change is here to stay and it’s stressing a lot of people out. We are all trying to adapt as best as we can, but some of the normal “go to” strategies that used to work aren’t helping like we might expect. Put together a global pandemic, the proliferation of artificial intelligence and rapid change into the mix and the need to re-think productivity is more important than ever.
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