Thinking in terms of opportunities and possibilities
in challenging situations
Responding more flexibly under pressure
Big, new challenges, are not usually solved with old mechanisms. Yet many people automatically switch back to old patterns precisely at times when flexibility is needed most. When the stakes are high and you need to learn, change or adapt, the flexibility and innovation to do so often decreases. This leads to ill-considered decisions and ineffective solutions.
By training in methods that help you stay consciously calm, you create the ability to devise new solutions with conscious deliberation, greater objectivity and creativity. As a result, you learn to deal better with uncertainty and increase your freedom of choice in situations that normally create tension. Managers who master this make more successful decisions.
This is how you create greater successful adaptability
During periods of transformation or pressure, you can train with the methods below. They help you react less from fear or frustration, creating distance and better seeing what a situation really needs.
Method 1: inquisitiveness
As leaders, you are also a learner. You learn from experiences, experiment with new tactics and approach challenges with a growth mindset. Actively seeking and applying feedback contributes greatly to your development. Learning ability is also an important predictor of leadership potential.
You train this by starting each day with a clear intention. For example, “Today I give myself space not to answer immediately when something unexpected happens. I approach the situation with curiosity and investigate first.” With such a goal, you put yourself in an open attitude and avoid automatic reactions that are not always helpful.
Method 2: emotional self-regulation
Emotional self-regulation is about recognizing, understanding and directing your emotions. Turning emotions into productive thoughts and actions. Research shows that leaders with high levels of emotional self-regulation perform better, as do their teams. Being aware of your personal triggers and how you respond to them is a valuable source of information for developing your emotional responses.
A practical exercise is to keep a short journal. For a few days, write down when you feel an emotional trigger. Write down what you think, what you experience physically and how you react. After several examples, you’ll see patterns. What situations recur? What triggers tension?
The more you do this, the easier it becomes. In the heat of the moment you become more alert, you recognize your triggers faster, so you are less likely to react from impulse. You feel more comfortable with discomfort because you know where it’s coming from and what choice you want to make.
Method 3: self-reflection
Self-reflection focuses on the combination of internal processes (emotions, assumptions, thoughts) and external circumstances (what does the situation demand?). Especially under pressure, reflexes surface that are not always effective. Here we integrate two factors:
- Your own emotions, assumptions and automatic reactions. Especially the ones that surface under pressure.
- The situation itself and the question it poses.
By combining the two, you see more clearly what intentions you have, what drives you and what a situation actually needs. You observe yourself as you act, influencing your choice of response. You are less likely to lapse into old patterns.
Self-reflection ties in closely with emotional regulation. The better you know your own triggers, the easier it is to pause and ask yourself what the situation calls for and what is most helpful in that moment. Just asking those questions creates distance from the situation and gives you more control.
The urgency of transformation
Change remains challenging, especially in major transformations. People often need a sense of urgency to change, but especially in tough situations, flexible thinking is more difficult. You don’t learn the three methods all at once. It takes continued practice and requires repetition and a willingness to reflect. Perfection is not a goal. Growth is.
When executives become more flexible, creative and open, the entire organization benefits. You increase the ability to make better decisions, even in periods of pressure or uncertainty.
