Now more than ever before, leaders all over the world are facing change and complexity — the coronavirus pandemic has presented us all with new challenges, new circumstances, and new uncertainties. Jobs have been morphing, expanding, shrinking, and disappearing; co-workers, teammates, and technology are changing rapidly.

And as we seem to be turning a corner with vaccines and organizations are gradually shifting back to in-person work, there will be a new set of norms to adapt to and challenges to overcome.

Adaptability is a requirement. Because change is constant and inevitable, leaders must be flexible to succeed.

Our research confirms this imperative to adapt. Adaptability is about having ready access to a range of behaviors that enable leaders to shift and experiment as things change.

Here’s what adapting to change for successful executives means in North America and Europe:

• Adapt to the changing external pressures facing the organization;
• Adjust their management style to changing situations;
• Accept changes as positive;
• Revise plans as necessary; and
• Consider other people’s concerns during change.

Conversely, the inability to develop or adapt was the most frequently cited reason for career derailment among North American managers. That’s because inflexible leaders limit the adaptability of others. New initiatives may be halted or stifled.

Resistance to change may undermine critical projects or system-wide implementation. Employee enthusiasm, cooperation, morale, and creativity are jeopardized, making it all the more difficult to run the business or organization. (Learn more about how flexible leaders keep their career on track and avoid derailment.)