This is a question I’ve often been asked. Both my own and others’ experience, as well as leadership research, indicate that today’s leaders and managers must be much more adaptable than those of previous decades. This is an increasing trend I first began to notice in the 1980’s. It was interesting for me to hear Coach Don Shula of the Miami Dolphins talk about his team’s ’24 hour rule’ that required players and coaches alike to adjust their attitude 24 hours after a game to prepare for the next one. In other words, regardless of outcome, it was past history and now they were expected to adapt to a new situation (interestingly a number of other football teams have now adopted this same practice—whether they win or lose).

In the first half of my now 40-plus year career, I met and worked with many managers and leaders who were highly successful, even though they were not very adaptable. They neither had nor followed a ’24 hour rule’ but, instead, continued to relive each day, week, month, and year over and over again. However, now, because of the increasing frequency, range and unpredictability of change, these individuals (and those like them) either experience increasing difficulty maintaining the same level of success or are being replaced by more adaptable successors. It is especially noticeable among global companies whose employees must not only adapt to the increasingly less predictable changes in their products/services and markets, but also adapt to unfamiliar cultural expectations and practices.

It is extremely important to recognize what one of the most widely-recognized executive coaches, Marshall Goldsmith, has observed from his work with leaders and managers. Specifically, he has stated ‘the greatest threat to their continuing success is the belief that because they were successful in the past they will continue to be in the future.’ The primary reason for this self-controlled threat to our own professional survival is that such an attitude results in continuing the same practices of the past when changing conditions and situations call for different types of solutions and actions. And, those leaders or managers who are either unwilling or unable to make such changes become victims of their own resistance. It is also important to note that this involves the full spectrum of strategic and tactical situations in the world of work, and is also increasingly affecting employees at all organizational levels.

The message here for all of us is that regardless of how knowledgeable, competent, or motivated we are, inclusive of a career history of employee loyalty, we are putting ourselves and our organizations at risk if we do not become adaptable. And the good news is that this type of capability can be developed by ourselves and others with committed, focused effort! "

Dr. Michael O’Connor is a recognized thought leader, executive coach and founder of Life Associates & The Center For Managing By Values. Michael is the co-author of "Managing By Values," and offers executive consulting services to assist in implementing the Managing By Values and other processes geared toward fulfilling the highest potential of individuals, workgroups, teams and organizations. He is also co-author of several other books including "The Leader Within," and "Stepping Stones To Success" with Deepak Chopra, Jack Canfield, Denis Waitley (2010, Insight Publishing), the Personal Global Profiles System (‘GPS’) Online Resource for Assessment and Development, and more. For additional information visit www.lifeassociatesinc.com.