The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
Key Steps in Adaptive Leadership
The below notes are taken, reviewed and summarized by Buyçe Tarhan from the book: The Practice
of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
Introduction
Adaptive leadership is the practice of mobilizing people to tackle tough challenges and thrive.
The concept and the techniques discussed are rotted to the very fact that the challenges we are
facing are becoming more complex, dynamic and ambiguous with multiple stakeholders in picture.
We no longer find solutions by using the knowledge, expertise we have been relying on but need to
be ready and willing to look with new perspectives, invite even more diverse players & stakeholders,
involve multiple communities, and challenge our own mindset. It is only stating the obvious that our
recent experience with the Covid-19 made it clear that it is time to be able to practice adaptive
leadership.
If we decide to move towards adaptive leadership we should understand that adaptive leadership is
an iterative process involving three key activities:
•
•
•
Observing events and patterns around you
Interpreting what you are observing and developing multiple possible hypothesis about the
reality within these patters,
Designing interventions based on the above two to address the adaptive challenge you have
identified during the first two steps
It must be noted that the above three steps take place in a circular motion and not linear hence
repeating itself i.e. trial and error till you better the system to be more responsive to the reality at
hand.
This process could be seen in the application of medicine. Treatment comes after the diagnosis and
in non-conventional cases, it presents a further opportunity for different diagnosis as one receives
the results of the treatment. The TV Show, House provides good examples on this.
Another thing that needs to be noted that adaptive leadership cannot be done alone. You need to
bring people together to create the impact you are after without putting yourself at risk.
There are four key steps in applying Adaptive Leadership approach. These are:
I.
II.
III.
IV.
Diagnose the System
Mobilize the System
See yourself as a System
Deploy yourself
1
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
Each of these four steps can further be elaborated as follows:
I.
Diagnose the System:
1. Diagnose the system itself:
a. Understand status quo
b. Discover structural implications
c. Surface cultural norms and forces
d. Recognize default interpretations and behaviour
2. Diagnose the Adaptive Challenge
a. Determine technical problems and adaptive challenge elements
b. Read the subtitles – what is beneath
c. Distinguish four adaptive challenge archetypes:
i. Gap between espoused values and the actual behaviour
ii. Competing commitments
iii. Speaking the Unspeakable
iv. Work avoidance
3. Diagnose the political landscape
a. Uncover values, beliefs driving behaviour
b. Acknowledge loyalties
c. Name the losses at risk
d. Realize hidden alliances
4. Understand the Qualities of an Adaptive Organization
a. Name the elephants in the room
b. Share responsibility for the organization’s future
c. Value independent judgement
d. Build leadership capacity
e. Institutionalize reflection and continuous learning
1. Diagnose the system itself:
a) Understand status quo:
Organizations have structures, process and culture that are based on solutions proven to be working
in the past. The solutions, approaches and methods that helped the organization thrive in the past
challenges and helped them to become tenacious. That is why, the organizations especially the
successful ones which have been around for some time will be more determined to maintain what
has worked them in the past believing that it will continue to work in the future.
We all know, though, that this is simply not true anymore. When organizations find themselves in
financial, social, political or any global crisis – problems that are novel, that require new perspectives
to tackle, have multiple players and stakeholders involved, the old solutions therefore old systems
fail to generate success.
However, the leaders who become leaders because they know how to work within the system and
behave to serve it and generate success, results that are expected and defined to be successful by
the organizational system itself, would be less than likely to challenge the status quo, shake the
boat. Further trapping the organizations by their ways of doing things just because they worked in
the past albeit not even getting closer to help them thrive in the present or the future.
2
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
Leaders become “servants of what is”, rather than “shapers of what might be”. At first this is ok,
because systems will need those who can understand them but in the long run, systems also do
need leaders who can be independent enough to help it change and grow.
b) Discover structural implications:
In an organization, there are structures that put the system together and make it function; they can
be referred as the playing ground where there are rules for all activities and interactions taking
place. For example, these “structures” (such as performance and reward systems, how to recruit and
onboard newcomers, bonus schemes, disciplinary actions, promotional systems, etc.) will reward
certain behaviours while discouraging others. You may be rewarded (praised, recognized, given a
salary increase, a new title) when you do not make any mistakes, bring new customers, generate the
most income or profit, launch a new product and you may be discouraged, even punished (by
delaying a promotion, denying a pay increase or a title, being sacked or even bullied) for risk taking,
focusing on increasing employee morale and wellbeing, solving customer problems to favour their
concerns but not the profit of the organization.
You need to get on the balcony to consider the organization you are serving at and hopefully
embarking on an adaptive leadership approach, to understand its structures and implications on the
system, on the stakeholders, and on you should you be addressing an adaptive challenge.
c) Surface cultural norms and forces:
An organization’s culture is made up of its folklore (the stories that people frequently tell that
indicate what is important – e.g., how someone got promoted, got power over another one, or was
sacked), its rituals (such as how new employees are welcomed into the company, how birthdays are
celebrated), its group norms (including styles, communication and addressing to each other’s, styles
of deference, dress code, the topics that are considered to be safe to make jokes about etc.) and its
meeting protocols (how problems are solved and decision are taken). All of these cultural factors
influence the organizational ’s adaptability. Unlike structures, the culture of an organization is not
written down or formally documented, so it takes deliberate and conscious effort to discern and
describe in precise terms. However, culture still if not more powerfully determines what is
considered acceptable and unacceptable.
d) Recognize default interpretations and behaviour:
In addition to structures and culture, an organization’s problem solving defaults can provide insights
into the way your organization operates as a system – and its adaptability. Defaults are the ways of
looking at situations that lead to people to behave in ways that are comfortable and that are
generated because they are familiar, and they proved useful for explaining reality and solving
problems in the past. A default interpretation, leading to a default response, puts people on familiar
ground and plays to their organisation’s strengths. But in several respects, it can also be a constraint.
It can blind people to a wider array of solutions and ideas that might generate more value. Defaults
in a way are the biases of the organization and the individuals in it.
Examples can be: all customers want more, employees cannot be trusted, we have to be competitive
no matter what etc.
3
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
2. Diagnose the Adaptive Challenge
Adaptive challenges provide breakthrough opportunities, but they are difficult because their
solutions ask people to change their methods, ways, perspectives and sometimes even challenge
their values. Unlike known or routine problem solving for which past ways of thinking, relating, and
operating are sufficient for achieving good outcomes, adaptive work demands three tough but
essential human tasks (which also helped evolution and survival of human race): figuring out what
needs to be conserved from past, understanding what could be or needed to discard from past, and
clarifying or inventing new ways to build the future.
a) Determine technical problems and adaptive challenge elements:
Adaptive leadership begins with the diagnostic work of separating a technical problem (or technical
elements in the problem at hand) from an adaptive challenge, its adaptive elements. The task is to
appreciate, value and take in what technical expertise so far advices you to do but give them the
benefit of doubt and go beyond their filters to take into account the possible cultural and political
status quo to prevent a more tangible, sustainable progress with more value.
Of course, first you need to see that there exists an adaptive challenge. The way to do that is to look
for two characteristics signals: a cycle of failure and a persistent dependence on authority.
The most common leadership failure stems from trying to apply technical solutions to adaptive
challenges. Authorities make this mistake because they misinterpret or simplify the problem, fail to
see how the organizational landscape has changed or prefer a quick solution to calm down the
organization. Most of the time trying to fix the issue by attending the technical part only or providing
a technical fix is a sign of diversion or avoidance of the real, tougher and more complex issue at the
hand.
Holding authority figures responsible for causing and then fixing organizational problems is another
way of denying accountability and a question of understanding how to expand the circle of influence
(Steven Covey). This will only make sense when the problem is really a technical problem and the
technical expertise/authority will be required to fix it. But when an adaptive challenge lurks beneath
the surface, authority figures, out of habit to fix them with technical expertise as per expectation
from them by the others and their personal understand of their “self” as technical experts – leaders.
The below table can also give further indication for pointing out identifying flags for a potential
adaptive challenge:
Concept
Identifying Flag
Persistent gap between aspirations and reality
The language of complaint is used increasingly to describe the
current situation
Solutions, int/ext experts that were working earlier fail to solve
the problem
Acquiring new skills proves to be difficult causing stress and
frustration. People retreat to old habits only to keep failing
More and wider players should be considered.
Short-term fix will cause the problem to come back.
Increased conflict and frustration generate chaos, tension and
discomfort. Willingness to try something new urgently questions
individual and organizational resilience
Responses within current repertoire inadequate
Difficult learning required
New stakeholders across boundaries need to be engaged
Longer time frame required
Disequilibrium experienced as sense of crisis/huge
change starting to be felt
4
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
An adaptive challenge simply is “a gap between your ideals, potential, values and the reality you
face”.
Adaptive Challenge vs. Technical Problem
Adaptive Challenges:
b) Listen to the Song beneath the words:
To identify adaptive challenges, look beyond what people saying about them; that is listening to the
song beneath the words. The “unspoken” can provide much more data than the actual words
spoken. Look for body language, eye contact, emotion, energy.
5
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
c) Distinguish the challenge from four archetypes:
Adaptive challenges can vary in shape and form and often present complex shifts in the
organizational landscape, or organizational system (e.g. technology, infrastructure, customer
behaviours, market trends, leadership styles etc) that require an equally complex response. It is said
to exist four major patterns that are most common in the organizations. Understanding these four
can help you to recognize the adaptive challenge and distinguish it from a technical problem.
These are:
Gap between espoused value and behaviour: How you behave can differ from what you say you
value and believe about yourself. Organizations and individuals are to be tested by these values and
beliefs when they face realities, problems and need to define their priorities. You will know if you
truly value something e.g. environment when you face a decision/dilemma where your values collide
and you need to choose.
Competing Commitments: Individuals and organizations have a number of commitments and
sometimes they conflict. Solving these conflicts may require painful choices that favour some and
hurt others. These present another adaptive challenge because since these decisions are so difficult
to make, leaders tend to avoid/postpone them and as a result conflicting commitment will stay at
the organization.
Speaking the unspeakable: At any moment in an organization/system, there exist two type of
conversations. One is what people are saying publicly, out loud and the other is taking place in each
person’s head. Majority of these -in fact- valuable and most important content of these inside the
head conversations come to surface (such as radical ideas, naming difficult issues, conflicting
perspectives, challenges to an authority figure). Getting people to share what is not spoken is the
foundation to tackle the adaptive challenge.
Work avoidance: In every system/organization people develop elaborate ways to prevent the
discomfort that comes with the change or simply acquiring a new skill, perspective. For example,
leaders form sub-committees without any real power or decision-making accountability on the
change. Executives hire diversity & inclusion officers only to remove the line manager’s
accountability to establish a diverse team. These attempts only help divert attention, displace
responsibility, which only delays the inevitable.
3. Diagnose the political landscape:
Understanding the political relationships in your organization is key to seeing how & why your
organization works as a system. To understand this political relation, you need to look at the
organization in a wider context in a web of stakeholders. For each stakeholder you need to identify:
•
•
•
•
The stake at hand in regard to the adaptive challenge – how will it be affected?
Desired outcomes – What would it be expecting to get if the adaptive challenges is solved?
Level of engagement – How much does it care about the issue and the organization?
Degree of power and influence – what resources does it control, what impact does it have
and who’s interested in these resources?
Also, you need to identify these for each of the stakeholders:
Values – what are their priorities, commitments, beliefs and decision-making processes?
6
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
Loyalties – what obligation do they have?
Losses at risk – what do they fear to lose (status, resources, self-image etc.)?
Hidden Alliances: What shared interests do they have with others from other -wider stakeholder
groups (from other departments, clients, vendors etc.)
Med
Level of Support
High
Stakeholder Chess
Low
Med
High
Level of Influence
a) Uncover values driving behaviour:
To mobilize stakeholders to engage with your change initiative, you have to identify their strongest
values and behaviours supporting them. You should then consider how “that change” will serve to
these values.
b) Acknowledge loyalties:
Every stakeholder is further in a relation with another stakeholder, all have them have external
loyalties – people that matter to them. For every stakeholder it will be important to avoid to hurt
these loyalties.
c) Name the losses at risk:
When change is implemented, what would be potentially lost? Status, values, loyalties?
d) Realize hidden alliances:
7
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
When you are trying to lead an adaptive change, you can expect to encounter hidden alliances
between people from different stakeholder groups, alliances that can make or break your change
initiative. Identifying these can help you figure out ways to
Adaptive
Challenge
leverage supportive alliances and soften opposing ones. When you are reviewing your organization
look at the functions/businesses as well as subgroups.
4. Understand the qualities that make an organization adaptive
There are five characteristics that make some organizations more adaptive than others:
•
•
•
•
•
Naming the elephants
Responsibility to create a future for the organization is shared
Independent judgement is expected and respected
Leadership capacity is constantly developed
Reflection and continuous learning are institutionalized
8
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
II.
Mobilize the System
1. Make Interpretations
a. Notice when people are moving toward technical or adaptive interpretations
b. Reframe the group’s defaults interpretations
c. Generate multiple interpretations
d. Audition your ideas
e. Generate a diversity of interpretations
2. Design effective interventions
a. Get on the balcony
b. Determine the ripeness of the issue in the system
c. Ask “Who am I in this picture?”
d. Think hard about your framing
e. Hold Steady
f. Analyse the factions that begin to emerge
g. Keep the work at the centre of people’s attention
3. Act Politically
a. Expand your informal authority
b. Find allies
c. Stay connected on the opposition
d. Manage authority figures
e. Take responsibility for casualties
f. Protect and engage the voices of dissent
4. Orchestrate the conflict
a. Create a holding environment
b. Select participants
c. Regulate the heat
d. Give the work back
5. Build an adaptive culture
a. Make naming elephants the norm
b. Nurture shared responsibility for the organization
c. Encourage independent judgement
d. Develop leadership capacity
e. Institutionalize reflection and continuous learning
9
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
1. Make Interpretations
a. Notice when people are moving toward technical or adaptive interpretations
b. Reframe the group’s defaults interpretations
c. Generate multiple interpretations
d. Audition your ideas
e. Generate a diversity of interpretations
In mobilizing your organization, people towards adaptive leadership, the first thing you should
do is to educate the people to differentiate technical problems from adaptive challenges.
Second, providing thoughtful, accurate interpretations that reveal the essence of the issue you
observe in the organization is vital for the solutions. A problem statement, your interpretation of
the issue together with the realities, facts will help people focus to the issue faster and more
committed or at least will have them start discussing the issue. You should be mindful though
about not falling into the trap of avoiding the need for change as an organization, individual or
leader when stating/interpreting the issue. You need to make the interpretation mind-shift:
Shift in the interpretation mind-set
From Technical
From Benign
From Individual
To Adaptive
To Conflictual
To Systemic
While doing so, you need to be aware of your own inclinations, strengths and habits. Remember
the saying “If you only have a hammer, you start seeing everything as a nail”. Then commit to
this path by noticing when people are moving backwards toward technical problems,
understanding possible default interpretations and reframing them when necessary (e.g. R&D
departments often advocate adding new features of the existing products when market shares
drop; it may be possible that the product must be changed all together). You must be ready to
generate multiple scenarios, interpretations to put at test, observe and make adjustments as per
the need. Use what-if questions (e.g. what if we found that customers do not value the kinds of
the features we are adding to our products?, what might that suggest about our decline in the
market share?). You may want to run low risk, low cost experiments on these different
interpretations with the help of sub-groups focusing on different scenarios. To be objective,
“audition” your own interpretation to your self without being invested on it too extremely to
check that the interpretations are on the right track. Ensure that you have enough diversity,
representation of conflicting ideas, viewpoints from minorities, wider stakeholders are
presented.
2. Design effective interventions
a. Get on the balcony
b. Determine the ripeness of the issue in the system
c. Ask “Who am I in this picture?”
d. Think hard about your framing
e. Hold Steady
f. Analyse the factions that begin to emerge
g. Keep the work at the centre of people’s attention
10
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
Effective interventions, solutions, mobilize people to deal with an adaptive challenge. An
interventions can be a questions, a timely sharing of an observation, providing an alternative
“truth/perspective”, inviting a different stakeholder, expert, title to the table, offering training,
generating a new strategy, etc. They may be designed for any point in the process of tackling with
an issue. For example, them may focus to surface a difficult issue, prevent a diversion, move people
forward through a difficult period. Basically, with these interventions, you want to move people’s
mind-set from technical to adaptive in making the interventions. See below table:
Signs of Unproductive Interpretations:
This kind of comment…
If we only had a better
direction from the CEO
Suggestions that people see
the problem as…
A deficiency in the authorities,
not the organization’s vision,
mission or strategy
We will have this worked out
in no time…
Short-term, not long-term
This will be an easy fix
Technical, not adaptive
diagnosis
Incompetent execution, not a
problematic business model
We can’t seem to carry out
our good ideas
This will be a win-win
No one needs to suffer any
pain to solve this problem
You can encourage a shift by
asking questions such as…
What pressures is the CEO up
against? What are her
constituencies, and what do
they expect him/her to
deliver?
Do you think we have the will
to try to deal with the causes
of the problem rather than the
symptoms?
Maybe this is a problem that a
consultant cannot fix?
Maybe our product, even
though we love it, is not what
the market wants?
What losses do people who
oppose this step think they are
going to take?
Each intervention generates information and responses that may then require corrective action.
Maintain determination to keep moving, flexibility to reflect, update and move again. The follow the
steps as mentioned at the start of this part i.e. get on the balcony, etc…
3. Act Politically
a. Expand your informal authority
b. Find allies
c. Stay connected on the opposition
d. Manage authority figures
e. Take responsibility for casualties
f. Protect and engage the voices of dissent
“Thinking politically” describes the leadership quality of understanding the relationship and concerns
among people in an organization. People that think politically discern the formal and informal
exercise of power and influence among individuals in their organization. “Acting politically” means
using your awareness of the limits of your authority, and of stakeholders’ interests, as well as power
and influence networks in your efforts, to integrate and defuse oppositions, and to give valuable
dissenting voices a hearing as you adjust your perspective, interventions and mobilize work. It also
11
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
means taking accountability and ownership for your purpose, interventions and the results you
achieve.
Worksheet:
4. Orchestrate the conflict
a. Create a holding environment
b. Select participants
c. Regulate the heat
d. Give the work back
Forward motion in organizations and communities is also a product of differences that generate
creative tension and that, properly orchestrated, will resolve into more integrated whole. The voices
and perspectives that do not sound quite right together, and may never sound quite right together
in isolation, are woven into a larger composition, and as part of the whole picture, they become
12
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
essential. The attempt to work through the differences provides a hope that some new synthesis will
emerge, a new perspective, a new capacity. We learn more when we encounter with different points
of view not by staring at ourselves in the mirror or merely engaging with consonant views. For those
who wish to generate progress on adaptive issues, it is needed to seek out, surface, nurture and
then carefully manage the conflict toward resolution rather than eliminating or neutralizing the
difference.
In orchestrating the conflict here are some suggestions:
•
•
•
•
Push the boundaries of your own tolerance for conflict
Play with the bad guys
Accept support from people whose reasoning you would reject
Adapt your communication style
Regulating Heat
To raise temperature
Draw attention to tough questions
Give people more responsibility than they are
comfortable with
Bring conflicts to the surface
Tolerate provocative comments
Name and use some of the dynamics in the
room at the moment to illustrate some of the
issues facing the group – e.g. getting the
authority figure to do the work, scapegoating
an individual, externalizing blame, and tossing
technical fixes at the situation
To lower temperature
Address the aspects of the conflict that have
the most obvious and technical solutions
Provide structure by breaking the problem into
parts and creating time frames, decision rules,
and role assignments.
Temporarily reclaim responsibility for the tough
issues
Employ work avoidance mechanisms such as
taking a break, telling a joke or a story, or doing
an exercise
Slow down the process of challenging norms
and expectations.
5. Build an adaptive culture
a. Make naming elephants the norm
b. Nurture shared responsibility for the organization
c. Encourage independent judgement
d. Develop leadership capacity
e. Institutionalize reflection and continuous learning
Role model the right behaviours that would encourage open, honest communication, a courageous
integrity in a way and make sure that lessons learnt, reflection becomes part of the DNA for
continuous development.
13
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
III.
See Yourself as a System
1. Identify who you are
a. İdentify your many identities
b. Identify your loyalties
c. Prioritize your loyalties
d. Name your unspeakable loyalties
2. Know your tunning
a. Know your triggers
b. Pay attention to your hungers and others’ expectations
3. Broaden your bandwidth
a. Discover your tolerances
4. Understand your roles
a. What roles do you play?
b. Identify your scope of authority
5. Articulate your purposes
a. Prioritize your purposes
b. Test the story you tell to yourself
You are not a perfectly clean machine. Like the organization you are trying to lead, you are a
complex individual with competing values and interests, preferences and tendencies, aspirations and
fears. Whenever you are trying to lead a group or organization through an adaptive challenge, you
may experience conflicts among your loyalties. That is because you are a system (individual) within a
system (organization). Within yourself as a system, your interests, your fears, your various loyalties
all interact and affect your behaviours and decisions. Understanding yourself as a system can help
you to make adaptive change in you to lead the adaptive change in your organization.
We all have default settings; habits and it helps us understand who we are to know them. We also
have many identities and not one “self” as per our roles such as being a parent, child, employee,
employer etc. Understanding our roles and our defaults in these roles help us clarify our personal
challenges along the way.
14
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
IV.
Deploy Yourself
1. Stay connected to your purposes
a. Negotiate the ethics of leadership and purpose
b. Keep purposes alive
c. Negotiate your purposes
d. Integrate your ambitions and aspirations
e. Avoid common traps
2. Engage courageously
a. Get past the past
b. Lean into your incompetence
c. Fall in love with tough decisions
d. Get permission to fail
e. Build stomach for the journey
3. Inspire people
a. Be with your audience
b. Speak from the hearth
4. Run experiments
a. Take more risks
b. Exceed your authority
c. Turn up the heat
d. Name your piece of the mess
e. Display your own incompetence
5. Thrive
a. Grow your personal support network
b. Create personal holding environment
c. Renew yourself
Adaptive leadership takes you out of your daily routine into unknown territory, requiring ways of
acting that are outside your repertoire, with no guarantee of your competence or your success. It
puts you at risk because you cannot rely on the tried-and-true expertise and know-how you use for
tackling technical problems. And as a consequence, you cannot take on adaptive challenge without
making some changes, some adaptations, yourself. Deploying is about these adaptations you might
need to make.
There is a bit of a paradox here. On the one hand, you are trying to lead on behalf of something you
believe in that is beyond your individual interest or gain. On the other hand, in order to be most
effective in doing so, you need to pay attention to how you message, use, gratify and deploy
yourself. You need to recognize that you are moving into an unknown space and then act
accordingly. It is not self-indulgence; it is smart leadership.
15
The Practice of Adaptive Leadership by Alexander Grashow, Marty Linsky and Ronald Heifetz
summarized by Buyçe Tarhan for Compass Participants
For further information you may visit the following pages on internet:
A Short Book Summary :
https://static1.squarespace.com/static/5df3bc9a62ff3e45ae9d2b06/t/5e385205be5556774
3858e81/1580749324204/Practice+of+Adaptive+Leadership.Heifetz+et+al.EBS.pdf
Video Summary :
https://www.youtube.com/watch?v=cRMOLKGFLJk
Comprehensive Book Summary:
http://aduroconsulting.net/wp-content/uploads/2013/07/Book-Summary_The-Practice-ofAdaptive-Leadership-by-Heifetz-Grashow-Linsky.pdf
16