What does an adaptable person look like?

Focusing on the flexible mindset side of things, what does flexibility look like in practice?

• Flexible people see opportunities, not obstacles. As part of this, flexible people are willing to try a variety of solutions, and aren't just wedded to “plan A.”
• Flexible people are open-minded, not just about change itself but about all sorts of things: new ideas, other people's points of view, other people's experiences, different cultures and values, you name it. Flexible people are willing to listen to others, even if it means challenging their own opinions and preferences.
• Flexible people are curious, and willing to continually learn new things (see Chapter 18). I'd say this also includes critical thinking (Chapter 5), because critical thinkers are curious about the information that is presented to them, and always seek to find the full picture.
• Flexible people persevere and stick at it even when the going gets tough. In order to do this, flexible people are generally better able to cope with failure, manage stress, and stay positive.
• Flexible people may also be creative (Chapter 8), good decision makers (Chapter 6), and good collaborators (Chapter 9), because change often means you have to find novel solutions to problems and work with others to find new ways of doing things.
• Flexible people tend to have strong interpersonal skills (Chapter 10), because communicating well with others often involves adapting your communication style and behavior. I'd therefore say flexible people also rank highly for emotional intelligence and empathy (Chapter 7).

What about the inflexible people, how might we spot them in the workplace?

• Inflexible people are close-minded, and reject ideas that don't align with their own preferences or approach.
• Inflexible people would rather win than compromise (see the aggressive communicator, Chapter 10).
• Inflexible people may get defensive if they think change threatens their preferred way of doing things.

Introducing the “adaptability quotient,” or AQ

Much like cognitive intelligence (IQ) and emotional intelligence (EQ), adaptability can be measured. And this is the idea behind the adaptability quotient, or AQ—literally a measurement of one's ability to respond to change. As with IQ and EQ, AQ is another key indicator of success. Indeed, in today's rapidly changing workplaces, some experts argue that AQ may be a more accurate indicator of performance. When you think of adaptability as simply another form of intelligence, just like IQ or EQ, it becomes startingly clear that, as with the other forms of intelligence, adaptability can be improved. I talk more about boosting your adaptability at the end of the chapter.

Do an internet search for adaptability quotient and you'll see there are various surveys you can take online to establish your AQ score. (And for organizations, there are tools that can help you assess AQ in your workforce.) In particular, I recommend AQai, which provides a robust tool for measuring, understanding, and improving your AQ; unlike standard surveys, it's conducted using a chatbot.

The personal benefits of becoming more adaptable

Adaptability gives us the mental resilience and the practical ability to respond to unpredictable situations and adjust to new conditions, not just at work—although adaptability is a key driver of workplace success—but also in everyday life.

We all have to weather challenges in life, from the big stuff like relationships ending and the death of loved ones to smaller obstacles like a holiday being canceled due to a new COVID variant or walking into a party and realizing you hardly know anyone. Being adaptable won't stop these sorts of things from happening, but it does make it easier to cope with the challenge, because (no doubt about it) change is stressful. It's hard work, isn't it, adapting to a new situation, trying to learn a new skill, or attempting to unlearn a bad habit? (Anyone who has ever given up smoking or biting their nails can relate.) Being mentally flexible helps to dull the anxiety that so often comes with new things. And as such, it's a really powerful skill to build.

There's also evidence that being adaptable leads to increased happiness and life satisfaction—not just because you can cope with the bad things that life throws at you, but also because you're better placed to find meaning and joy, regardless of your circumstances.² In other words, if you can embrace change, you're more likely to be happy and satisfied, whatever the situation.

Adaptability also makes you more desirable as an employee. It shows employers that you can cope with changing circumstances, that you're open to ideas and are willing to learn new things. All are valuable qualities for today and the future.

Why it matters to businesses

What about the benefits for organizations? Having a highly adaptable workforce and leadership is what allows a business to adapt to disruption, respond to new trends, cope with changing business models, and overcome challenges. To put it bluntly, adaptability separates the winners from the losers. You may think the saying “adapt or die” is laying it on a bit thick, but research indicates that many leadership failures are the result of an inability to adapt and let go of the “this is how we've always done things” mentality.³ Think of those businesses that have failed to adapt to changing consumer expectations or new technologies—companies like Kodak, Blockbuster, and Blackberry. All of them failed to let go of the “old way” of doing things and embrace new business models, new partnerships, or new technologies that could have saved the business. Meanwhile, more agile organizations like Apple (which was perfectly happy to torpedo its own best-selling product, the iPod, by launching a smartphone that could also play music) are just plain better equipped to survive in our rapidly changing world.

What's more, offering flexibility in the workplace—working from home, flexible hours, and so on—will drastically improve your employer brand. Consider that more than 80 percent of UK employees feel flexible working makes a job more attractive. And flexibility is particularly attractive to millennials, of whom 92 percent say flexibility is their top priority when job hunting.⁴

For individuals

• Be open-minded and open to new ways of doing things. You could, for example, look at a situation from multiple different viewpoints. As part of this, listen actively to other people's opinions.
• Learn to “unlearn,” by which I mean don't be afraid to let go of old information and old ways of doing things, to make space for new information and methods. In our rapidly changing world, what worked yesterday isn't necessarily going to work tomorrow or the day after that. According to the founders of AQai, this ability to actively unlearn can boost adaptability by a whopping 40 percent.⁵ If you want to get better at unlearning, they recommend you explore opposing perspectives and patterns of behavior, even if they conflict with your existing knowledge.
• Keep up with the latest trends in your industry. This will help you stay open to new ideas, and uncover exciting new ways of doing things.
• Try implementing a small change at home, such as reorganizing the garage or changing the layout of your living room. It's a reminder of how invigorating change can be. At work, you could freshen things up by changing the running order of a regular meeting, meeting in a new space, or even just reorganizing your desk.
• Ask plenty of “what if” questions. You can use this technique to think about what might happen before it actually happens. For example, “What if X aspect of my job changes to Y?” How would you positively navigate the change?
• Step outside of your comfort zone and put yourself in situations that positively challenge you. If you'd normally avoid a certain social situation, for example, give it a go. If you usually shy away from taking on additional responsibilities and projects at work, actively put yourself forward. Same goes for training opportunities. Say yes to more stuff, basically. Even small steps can really add up over time.
• Accept that trying new things may lead to failure, and that's okay. It's all part of learning. As the saying goes, try and fail, but don't fail to try. If you've tried and failed at something in the past—kicking a certain habit, for example—why not revisit it again, this time trying a new technique?
• Notice the small changes going on around you. If you struggle with adaptability, it can be tempting to ignore change. So pay attention to the small changes that take place around you all the time—from your colleague's new haircut to an updated company policy. That way, when bigger change comes along, you'll be better equipped to see it coming and you won't be caught off-guard.
• Don't freak out when things change suddenly. Yes, it's normal to find sudden change stressful, but you're in charge of how you respond to that stress. The best thing you can do here is take care of your physical and mental health. Head to Chapter 20 for more on this topic.
• Practice optimism. Things often don't go according to plan, but rather than focus on the things that haven't worked out, try to focus on the positive aspects. Adaptable people are generally more optimistic, and have a wonderful ability to find satisfaction even in not-so-positive circumstances. It's one of the reasons why adaptable people are happier. Even small steps like changing your language—for example, calling an “obstacle” an “opportunity”—can help.
• Learn from others who routinely demonstrate adaptability in their work and home lives. Note what strategies they deploy and what sort of language they use. You could even ask them for tips on how they cope with change.
• Finally, believe. Believe in your ability to roll with the punches and succeed in life, no matter what comes your way.

Don't forget to head over to Chapter 19 for practical strategies that will help you manage change.

For organizations

Business leaders, take heart. There are many practical things you can do to build a culture of adaptability and flexibility in your organization. One of the best starting points is to begin a conversation around flexible working arrangements. This can be as small as allowing regular remote working, or as big as switching to a four-day workweek. You can also reconfigure the office to create a more flexible workspace—think breakout areas where teams can conduct informal meetings and work collaboratively, or even hot-desk areas with standing desks. All of this can inspire people to adopt a more flexible mindset at work.

For me, an important part of flexibility is giving teams the freedom to achieve objectives in their own way. But of course this requires leaders to be crystal clear on the organization's objectives and values; only then can teams and individuals identify their own best way to contribute. This fosters creative thinking and inspires people to let go of “old ways” and try new things—but, crucially, this must be without fear of failure. In other words, your culture needs to be one that sees failure as a learning opportunity, not something to be punished.

No doubt you'll come across people and teams that are resistant to change. I talk more about managing change in Chapter 19, but from a mindset point of view, know that people are generally more open to change when they understand why that change is necessary. As with any business change, always sell the benefits of the change: how it will make people's jobs easier, better, and so on.

When people show inflexibility, listen to their concerns and practice empathy, while again being clear on why the change is necessary. It can also help to clarify which elements of a job are more subject to change than others; for example, software is something that changes regularly, while health and safety protocols tend to remain more static (pandemics aside, of course!). Sometimes, just being forewarned that something is subject to change helps people respond more positively when the time comes.

Finally, do try to celebrate adaptability and give positive reinforcement when individuals and teams demonstrate high adaptability.