Introduction
Organizations and institutions in all industries face external and internal problems requiring rapid changes in work processes. Change is often necessary because it allows leaders to lead a company to success and prosperity. In such moments, the opinion of not only the head but also the whole team is important by giving them more freedom and autonomy. This paper answers questions regarding adaptive solutions and readiness for changes in companies.
Situational and Technical Challenges
In general terms, the main differences between situational and technical challenges are in the nature of their manifestation and the ways of their resolution. As practice shows, technical difficulties are more likely to be predicted and eliminated with the help of existing operations and experts’ experience and knowledge. Solutions are relatively simple, and managers or experts within an organization can find them without consulting the rest of their team. Technical challenges are natural and sometimes necessary for implementing several cardinal, essential, and valuable changes. Leaders make technical changes in a short time, and people are usually receptive to changes or solutions. On the contrary, situational concerns are, to some extent, unpredictable, complex, changeable, and multifaceted. They are associated with complex problems that are difficult to identify and often do not have an obvious solution. In addition, their explanation requires not only related knowledge, skills, and abilities but also imagination, intelligence, ingenuity, and creativity. Therefore, identifying potential long-term resolutions may involve experimenting with new approaches and practices. Such challenges usually require collective efforts and cultural change of values, beliefs, attitudes, and systems. Consequently, they need a continuous process of thoughtful strategy, continuous learning, and collective support.
Examples
One of the clearest examples of presenting adaptive leadership was when many companies were forced to work in the conditions of the COVID-19 pandemic. For instance, AstraZeneca learned about the new virus early and tried to anticipate future tasks and problems, acting in considerable uncertainty. AstraZeneca explained these aspects to everyone they could touch, enlisted their help and support, and adapted to the new conditions: it created several new business models and partnerships. This was necessary to solve the main tasks of the COVID-19 pandemic effectively: to develop a vaccine, create treatment and screening methods, improve hospitals, and use AI to diagnose and treat individual patients. Another example is when a manager is forced to switch to remote management work during the COVID-19 pandemic. He is faced with the task of fulfilling pre-agreed sales goals for a month, but new employees of the company are not used to working remotely and feel uncomfortable transferring work home. However, due to online training and weekly team meetings designed to improve the sales methods of team members, the leader manages to solve problems. Resourcefulness, ingenuity, and motivation for results helped the leader gain subordinates’ trust and eliminated stress.
Managing the Uncertainty and Distress
At the adaptation stages, leaders can primarily help people cope with uncertainty and distress by implementing a safe atmosphere, regular support, greater freedom, direction, protection, avoiding conflicts, and awareness of the need for changes. Moreover, employee motivation and encouragement, as well as a positive and open relationship between managers and their teams, significantly regulate distress. However, controlling personal emotional state, creating a holding environment, and providing security and guidance are specific ways leaders can take note of. Moments of adaptation require a leader to convey all the “drama” of an organization’s current situation and convince subordinates that a firm will not survive without changes. Directors who implement a turnaround policy should inspire by word and deed and be able to persuade people; one can trust them since leaders know in which direction to move and their plans will work. Nevertheless, one should remember that it is often possible to change people’s behavior not through analysis that would change their thinking but by helping them see the truth that will affect their feelings. Reason and feelings are equally important, and they are always there in successful organizations, but the essence of change lies precisely in emotions.
Reviewing the Section
Based on the “Give the Work Back to the People” section, one should emphasize that leaders should focus on encouraging employee engagement rather than forcing it, thereby maintaining a high level of productivity, engagement, efficiency, and satisfaction. According to the text, “this can be a fine line,” and managers should determine the direction and structure of subordinates’ work while providing employees with opportunities to decide and take responsibility in certain moments. Although, leaders must admit that promoting empowerment in the workplace is associated mainly with a competent and correct procedure for delegating work and obligations, setting clear boundaries and anticipations, providing necessary resources, promoting innovations and inputs, focusing on the results, and much more. Remarkably, they are encouraged to be involved and of service; they should listen, inspire, motivate, mentor, and guide. For example, suppose leaders listen to the opinion of their subordinates and act following their thoughtful inputs. In that case, directors expand a team’s and an organization’s potential, creating a positive and healthy atmosphere. Therefore, attentive listening, giving broad boundaries and time, belief in employees, and earning the leader’s trust are the most well-known and proven ways to promote empowerment in a company.
Conclusion
Situational and technical challenges differ based on the specifics and nature, situations of their occurrence in practice, and different approaches to solving. Examples of adaptive leadership in practice are most clearly manifested at critical moments. To prepare a team for adaptive changes, leaders should bring subordinates up to date and show them the significance of transformations. They should find some middle ground to promote empowerment by directing while giving employees the freedom to think independently and look for interesting, non-standard solutions.