Adaptive Leadership through Listening

8028320675?profile=originalListening is important in any conversation. However, listening to the voices that you don’t normally hear from is critical at this time. Those from outside your normal circle of trusted advisers.

I run a mentoring group once a month. At my most recent one I presented my views on Adaptive Leadership which gave a lens to look through to view how our organisations are responding to the current crisis. A common theme that came through strongly was that the best leaders were most definitely communicating broadly. And not just communicating with updates, they were facilitating two-way communication. And of-course, broad, two-way communication allows you to listen to those outside your inner circle. A core attribute of adaptive leadership. Here are a couple of examples:


One of the members of my group, who is a senior leader in a hospital environment, shared a video that had been prepared for all staff. It was led by the CEO followed by a star-studded cast of senior leaders from the hospital. Who were they? They were leaders who were clinicians, human resources, facilities management and from several other core operational areas. What were they doing? They were answering questions from staff that had been sent in. Everything from advice on the virus and PPE supplies to issues of leave and screening of staff. By asking for their questions the leadership group were hearing their concerns.


Another member of the group from an insurance company described how quickly and easily his organisation had adjusted to remote working. The organisation already had a significant level of devolved decision making, another critical element of adaptive leadership, but it was the approach of the senior leaders with two-way communication that was so impressive. Every team member received a phone call from a senior leader each week through the first month of working from home. Every team member. Every week. And each leader did plenty of listening.

While not discussed explicitly, I am sure that what was being heard was being reflected on in senior management meetings. At least weekly.

I know many of us have a lot on our plates. Everything seems to be taking a little longer, even if we are moving forward. However, prioritising reaching out further to staff (than you normally would) is something you are likely to find highly rewarding. Especially if you listen!

Stay safe and adapt - quickly.



Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order here now.



Available on Amazon or order here now.

Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of DECIDE: How to Manage the Risk in Your Decision Making and Winning Conversations: How to turn red tape into blue ribbon. He is the designer of the Risk Culture: Build Your Tribe of Advocates Program for support functions and the Persuasive Adviser Program for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please click here.

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Bryan is a management consultant operating since 2001, specialising in risk-based decision making and influencing decision makers, born from his more than twenty years of facilitating executive and board workshops.

Bryan’s experience as a risk practitioner includes the design and implementation of risk management programs for more than 150 organisations across the public, private and not-for-profit sectors.

Bryan is the author of Risky Business : How Successful Organisations Embrace Uncertainty; Persuasive Advising : How to Turn Red Tape into Blue Ribbon, and Team Think : Unlock the Power of the Collective Mind [to be published in 2022].

He is licenced by the RMIA as a Certified Chief Risk Officer (CCRO) and is the designer and facilitator of their flagship Enterprise Risk Course since 2019.

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