Adaptability and Empathy are the New Keys for Leaders

When you think about the common traits associated with effective leaders, what are some of the words that come to mind? I’d normally say that strategic thinking, innovation and engaging communications would be near the top of my list. But in this unprecedented year, what are the key traits that are enabling today’s leaders to navigate the twists of the pandemic, while also clearly communicating their positions on the visible social issues that corporations are now more pressured to address?

Adaptability and empathy are arguably the two most important leadership traits in 2020.

Adaptability has always been critical for leaders. Changes in technologies, consumer habits, supply chains and a myriad of other factors have always forced leaders to periodically seek new business models and product strategies. The first quarter of 2020 has amplified ordinary business transformation and taken it to an extraordinary level. Surviving a deadly pandemic – as a global, national, local or organizational group of humans – has created a chain of actions and reactions leading to altered employee working locations, differentiated consumer spending, and companies rethinking their business models to limit person-to-person interaction wherever possible. In many respects, this is the most pronounced and rapid level of change that businesses have faced in decades.

Managing this level of unprecedented change calls for high levels of adaptability and tolerance of ambiguity. Earlier this year, organizational consulting firm Korn Ferry measured the traits, competencies and drivers of business leaders across over 600 companies. According to their research, “adaptability is no. 2 for companies that rank highest in customer satisfaction and social responsibility and no. 3 for those that shine in innovation and financial strength.”

The Wall Street Journal detailed this report, quoting a Korn Ferry executive as saying, “we’re seeing a leadership profile emerge – the qualities most present in senior executives at the most effective companies. Having to interpret vague or contradictory signals and being forced to continually transform a business would overwhelm or exhaust a lot of people. But it energizes others. These leaders have a fearlessness.”

In terms of empathy, this trait is also being amplified by the effects of the pandemic. With so many employees working from home, leaders have had to implement new and creative ways to engage employees and keep them connected to their teams and the rest of the organization. On top of the pandemic, the cultural and societal issues facing America are compounding faster than any other growth rate of reference. Companies are opportunistically using their platforms to take a stand against systemic racism, inequality and cultural biases in bold, promising ways. While not every company has an ingrained sense of social justice – see this recent New York Times interview discussing Ben and Jerry’s decades-long commitment to progressive causes – most companies are trying to both speak and (more importantly) act in a way that proves their commitment to these vital social issues.

As a result of these multilateral forces, effective leaders are relying on their skills in empathy to help understand the experiences of others and develop new policies and procedures to ensure that employees and consumers are being heard and understood. A recent article from Inc discusses how Tim Cook has relied on empathy throughout his tenure leading Apple.

Leaders have always relied on a toolbox of traits to guide their business decisions. 2020 is no different from any other year in that respect, even if everything else is seemingly upside-down. To navigate this especially challenging year, leaders need to be adaptable to the constant change, and empathetic enough to be able to honestly connect with those who are affected by it.