When being more adaptable isn’t the answer

When Project Manager Steven* gave an update to his steering committee about a major issue his team was facing, one member responded by saying ‘well, this is a red flag for me’. After which there was general agreement on the severity of the situation.

But instead of a deep dive into immediate corrective actions and actions to prevent a recurrence, the room fell silent. No call to arms, no offers of support, no sense of urgency to act. None of which surprised Steven. He already knew that this committee didn’t so much steer as spectate. As he put it, ‘there are many people in this organisation whose primary function it is to be concerned’.

The spineless bandits should all be fired, right? Well, tempting, but hold on a moment.

Given that there seem to be so many Chief Concerned Officers in the company, it could be that either the hiring process has been a shambles for a long time or this endemic glacial responsiveness is the product of a culture of apathy. I wondered how it was possible for these CCOs not only to ascend to such senior positions, but to hold on to them too.

Not making the tough calls, not leading by example, not seizing opportunities and managing threats as they arise. Frankly, anyone could be pulled off the street to not make a difference. And yet here they were, their value-avoidance not just tolerated, but celebrated with status and authority.

I spend my time coaching people to develop a mindset more open to change. But in this case, I think the problem Steven is facing might be less about a lack of adaptability, and more about a lack of accountability.

One reason people resist change is simply because there are no consequences of doing so.

As a result, deadlines are dutifully set, but not monitored or revisited. Issues are recognised, logged and then ignored. The organisation is then consigned to live on the adrenalin of constant firefighting, waiting until molehills have become volcanoes.

Whatever leadership development you do, I suggest you also need to consider the elements of your culture that will kill or cultivate those new skills or behaviours. People with CCO tendencies will only see the need to be more adaptable if they are held accountable for driving change.

Your strategy is doubtless brimming with change, but does your culture really support its execution?

For Steven, those who should be his problem-solvers are the problem, likely crafted by the invisible hands of a culture that breeds unaccountability. The very good news is that that’s something you can change.

Rich Alderton is an Adaptability Intelligence specialist, so call us on 07873 823 800, email us or complete our enquiry form to arrange an initial consultation.

Rich's free e-book 'Mastering Adaptability' is available for download here.

*not his real name.