Tips for high performance leadership and teamwork - Adaptive Leadership
- mikemason100
- Jul 8
- 4 min read
Military flying squadrons cannot function effectively if one person takes charge all the time. While the Commanding Officer (CO) is ultimately responsible for the squadron (the clue is in their job title), they have a team of experts who they need to regularly rely on to make sure the squadron continues to function effectively. Whether it be day-to-day local peacetime training, a busy international exercise, or an intense operational deployment, the CO will need to adapt and allow their experts within the team to step forward and take the lead when their expertise is needed most. This isn't handing over control, it is about adapting.
Leading from the Front (And the Back): Adaptive Leadership in Teams
The story above applies to any high-performance environment. Leadership isn't about always being at the helm or stepping back entirely or even being somewhere in-between. What is important is knowing when to be where. This balance is the essence of adaptive leadership—a dynamic approach that empowers teams to navigate complexity with agility and resilience.
Understanding Adaptive Leadership
Adaptive leadership, a concept introduced by Ronald Heifetz and Marty Linsky, emphasises the ability to adjust strategies and behaviours in response to changing environments. It's about mobilising people to tackle tough challenges and thrive amidst uncertainty.
In practice, adaptive leaders transition between leading from the front—providing direction and making critical decisions—and leading from the back—facilitating team autonomy and encouraging innovation. This flexibility ensures that leadership is responsive to the team's needs and the demands of the situation.
Leading from the Front: Setting the Pace
Leading from the front involves taking a visible, active role in guiding the team. It's about setting the standard, making swift decisions during crises, and being the first to tackle challenges.
When to Lead from the Front:
Crisis Situations: During emergencies or high-pressure scenarios, decisive leadership is crucial. Taking charge can provide stability and direction.
Introducing Change: When implementing new processes or strategies, leading from the front can help in modelling desired behaviours and setting clear expectations.
Building Credibility: Demonstrating commitment and competence can inspire trust and motivate the team.
However, consistently leading from the front without stepping back can stifle team growth and innovation.
Leading from the Back: Empowering the Team
Leading from the back focuses on enabling team members to take initiative, make decisions, and develop solutions. It's about creating an environment where individuals feel trusted and valued.
When to Lead from the Back:
Fostering Development: Allowing team members to take the lead on projects can enhance their skills and confidence.
Encouraging Innovation: Providing space for creative thinking can lead to novel solutions and improvements.
Building Ownership: When team members have autonomy, they are more likely to take responsibility for outcomes.
This approach requires trust in the team's capabilities and a willingness to relinquish control when appropriate.
The Dance of Adaptive Leadership
Adaptive leadership is akin to a dance—knowing when to step forward and when to step back. This balance is not static; it requires continuous assessment of the team's needs, the challenges at hand, and the broader organisational context.
Key Principles of Adaptive Leadership:
Situational Awareness: Understanding the dynamics of the team and the environment to determine the appropriate leadership approach.
Emotional Intelligence: Recognising and managing one's emotions and those of others to foster effective relationships.
Flexibility: Being open to change and willing to adjust strategies as circumstances evolve.
Empowerment: Encouraging team members to take initiative and contribute their unique perspectives.
Implementing Adaptive Leadership in Teams
To cultivate adaptive leadership within teams, consider the following strategies:
Develop Clear Communication Channels: Ensure that information flows freely, enabling timely decision-making and feedback.
Encourage Continuous Learning: Promote a culture where mistakes are viewed as learning opportunities, and professional development is valued.
Foster Psychological Safety: Create an environment where team members feel safe to express ideas, ask questions, and challenge the status quo.
Model Adaptive Behaviours: Demonstrate flexibility, resilience, and openness to feedback in your leadership practices.
Assess and Reflect: Regularly evaluate team dynamics and leadership effectiveness, making adjustments as needed.
Conclusion
Adaptive leadership is not about choosing between leading from the front or the back; it's about mastering the art of both. By understanding when to take charge and when to empower others, leaders can build resilient, high-performing teams capable of navigating the complexities of today's work environment.
At On Target, we specialise in developing adaptive leaders through immersive training experiences grounded in real-world challenges. Our programmes are designed to equip teams with the skills and mindset necessary to thrive under pressure and drive sustained success.
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Mike Mason and Sam Gladman are the co-founders of On Target, a leadership and team development company that brings elite fighter pilot expertise into the corporate world. With decades of combined experience in high-performance aviation, they specialise in translating critical skills such as communication, decision-making, and teamwork into practical tools for business. Through immersive training and cutting-edge simulation, Mike and Sam help teams build trust, improve performance, and thrive under pressure—just like the best flight crews in the world.
If you'd like to learn more about how On Target can help your team, contact Mike and Sam at info@ontargetteaming.com
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