Flexibility is an ability

 

There was a day when the ability to do one thing and do it well was a valuable asset. That day is gone. In fact, we are seeing the rise of the "generalist" in the workplace and ministry who is able to do multiple things rather than simply one thing. The reason for this new found appreciation for the generalist is that the pace of change is so fast today that it is necessary to pivot regularly and that takes the ability to do multiple things and have the ability to change strategies in order to accomplish one's mission.

The generalist often has a skill that others don't have: flexibility. This is the ability to shift one's focus, strategy or tactics easily to meet new demands and a changing environment. We have watched the need for flexibility take on new meaning in the age of Covid. All of us know people who were flexible in meeting this new environment and others who struggled in a big way. Flexibility is an ability and an increasingly important ability.

How do we develop the ability of flexibility? It largely comes down to how we view the world, our world and ourselves.

First, we need to consciously understand that our world is not static but constantly changing. If we see the world as static, we find security in that unchanging environment and we will resist the inevitable changes in our environment leaving us ineffective. A mindset that expects change and embraces that change is critical to developing flexibility. 

Second, we need to view work as a place of change rather than a place of stability. The mission of an organization may remain the same but tactics and strategies will change regularly, testing our own flexibility and ability to pivot and try new things. Increasingly, risk taking and an entrepreneurial spirits are necessary to meet our changing environments. If we regularly expect change and embrace it, flexibility will come. If we don't expect or want change, we will atrophy.

Third, we need to develop a mindset that sees our organization's ministry as stable but the things we do to accomplish that mission as changeable. Thus, a large part of my effectiveness is found in my flexibility to change roles and tactics to meet that mission. To put it another way,  rather than focusing simply on expertise at what I do, I need to focus on my ability of flexibility. It is going to be those who are flexible who will be the most valuable players in the future.

Can flexibility be learned and developed? I believe the answer is yes. And, it starts in how we think about our skills and our work. Leaders who train and teach the art of flexibility have an advantage over those who don't because flexibility is an ability that is and will be in high demand in rapidly changing environments. It is a worthwhile thing to think through each of your key staff and ask the question as to how flexible they are and how you can intentionally develop this ability.

Who should you listen to and who should you ignore. Nine questions to consider when facing criticism

 

All of us have critics. Those who disagree with us, who don't like our leadership style or who offer candid feedback to us on decisions we make. These may be fellow colleagues, employees, board members or even supervisors. How should we respond to the criticisms we encounter? For those who want to be humble, the answer may be that they will accept everything at face value and try to appease their critics. For those who are prideful, it may be a matter of ignoring critics altogether. Neither of these responses are healthy or helpful.

How we respond to those who are critical of us depends on some key factors.

1. Are the individuals who are critical people who we know have our best interests in mind? If yes, we should listen. If not we should be wary of their advice.

2. Is the criticism accompanied by helpful solutions or is it just criticism? Those who want to help bring solutions to the table. Those who simply want to criticize don't. 

3. Is the criticism delivered in a loving or an unloving manner. Those who deliver it lovingly are likely to have your best interests in mind. Those who don't usually do not have your best interests in mind.

4. Are the individuals who make suggestions people who normally are encouraging to you or discouraging to you? The former should be listened to, the latter probably not.

5. Is the criticism leveled at you personally or at a decision you might have made? If it is levelled at your personally you may want to take it with caution as opposed to a critique of a specific decision.

6. Does the individual who is critical desire a dialogue and conversation with you or simply want to critique you? There is a big difference between the two. If they want a dialogue it is worth having it. If their interest is simply to attack you or a decision, it is likely that they don't have your best interests in mind.

7. If the individual who is critical is someone who has developed trust with you over a period of time it is worth listening. If they have no history of trust, probably not. 

8. If those who are critical indicate that they speak for others but are unwilling to identify who the "others" are it is not worth your time to take them seriously. Anyone can claim that "others" agree with them but if they are unwilling to share who those individuals are, their comments should carry little if any weight.

9. Are your critics flexible and thinking people or are they black and white in their thinking. The first category should carry more weight than the second. 

It is easy for someone to try to make us feel guilty for decisions we make. There is no limit to those who will do so. That does not mean that we should listen to them or be intimidated by their counsel. We should be smart about who we listen to and who we ignore. Listen to those you should listen to and ignore those you should not.