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Creating Successful Leaders

adaptability

I haven’t chosen to focus on learning agility now merely to say that being agile is a healthy and beneficial attitude to possess. While this is certainly true, I’ve decided to address this topic because there are plenty of studies that show how the global economy is here to stay, and that this new environment of constant innovation demands that leaders be willing and able to adapt.

I’ll give you some examples:

1. Global trade of goods and services will more than triple to $27 trillion by 2030, which tells us that the global economy is only increasing in scope

2. The Internet has radically impacted how we do business, beyond simply e-mailing people more frequently. According to an article from John Hopkins University Press, it “became a catalyst for new business models, strategies, and organizational structures,” which is to say, the Internet turned all business on its head and forced us to rework how we do things from the ground up.

3. The quantity of new information doubles every 2 years. This means that any worker, no matter the job, will need to be retrained as new developments (like the Internet) arrive. It also means that college freshmen will need to adapt once they graduate, as the skills they learned in school will most likely become outdated even in the few years’ time they were in school.

So, we know that when we talk about business, we are talking about something that works on a worldwide level and is constantly being reinvented to meet the requirements of new information and new technology.

It is for these reasons that being agile as a leader and learner is so vital to your success in today’s world. You cannot compete by sticking to one way of doing things anymore. Instead, you must internalize the practice of remaining agile as you encounter change.

What’s more, your performance in the past no longer carries as much weight as your potential for future growth and adaptability. Since the new normal is to be ever-changing, leaders evaluate you by how much you’re able to acutely perform under change. Learning agility, not past performance, is viewed as a key indicator of potential, because “fully 71% of high performers were not high potentials.”

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