The New Core Skills: Why Adaptability and Agility Define Organizational Success
by Rachel Rosenfeldt
Since the introduction of modern education systems, leaders have approached development as a series of chapters, or even a collection of short stories, rather than a lifelong learning journey that starts in infancy and continues through adulthood.
Think about it. We all progress through early education, primary schooling and beyond, leading to various opportunities such as higher education, workforce entry, or skill development. Most of us have some sort of professional development in the course of our careers. But how often do we pull the thread all the way through those experiences so we are intentionally connecting the dots and looking at the bigger picture of our overall development as an individual, an employee, a citizen?
We need this broader, more connected perspective as our world is changing more quickly and is far more complex than it was even just one generation ago. The lessons we learn over the course of our lives inform our ability to adapt and to be resilient in the face of change. And we must design our modern training programs to meet this reality.
The Case for Strengthening the “Change Muscle”
David Brooks’ recent article, “How the Ivy League Broke America,” makes a compelling argument for placing more value in human-centric traits such as curiosity, a sense of purpose, social intelligence and agility than ones that can be assessed in written tests. Agility and adaptability are more critical than ever in an increasingly uncertain world. Although these terms are often used interchangeably, they represent distinct yet interconnected aspects of organizational success:
Agility refers to the ability to respond to immediate challenges or opportunities swiftly and efficiently. It’s about being nimble and proactive, making quick decisions, and adjusting to navigate short-term obstacles.
Adaptability is a broader concept that encompasses the capacity to evolve and thrive in the face of long-term shifts in the environment. It’s about being resilient and flexible by modifying strategies and structures to align with fundamental changes in the market or industry.
While agility enables organizations to react effectively to immediate disruptions, adaptability ensures their long-term viability. Both are essential components of a successful organization and its employees. Together, they can be thought of as a “change muscle” that can be strengthened over time to prepare for the heavy lifting that comes with navigating previously unprecedented situations. Helping individuals build this muscle equips them to maintain a flexible mindset that is open to change, learn from mistakes quickly and adjust their approach to remain effective in dynamic environments.
Doing so enables employees to open their aperture and see around corners in a way they may not have before. Adaptable mindsets allow for more expansive and creative thinking in the moment, but also better anticipate potential scenarios that might challenge a company’s resources or capabilities. This kind of predictive scenario planning is no longer a niche executive skill — it is essential for employees at all levels. It’s not a “soft skill”; it’s a critical life skill.
Training for Agility and Adaptability
Incorporating these capacities into training programs benefits both employees and organizations. Being able to moderate the “fight or flight” survival instinct that comes with change creates the emotional and psychological room to develop both short-term and long-term solutions. In other words, a strong change muscle can facilitate the shift from “survive” to “thrive” mode so individuals experience less burnout and can maintain their forward momentum. This mindset also makes it easier to identify opportunities amid challenges, which can likewise mitigate the high emotions and short-term thinking that comes with being in survive mode.
Organizations that prioritize flexibility and adaptability also enhance talent retention. Employees who feel equipped to navigate both immediate challenges and long-term changes are more likely to stay engaged and apply their skills across roles. Additionally, change-fluent organizations foster collaborative cultures that drive high performance. Research indicates that agile work practices contribute to lower emotional fatigue and higher employee engagement, ultimately fostering a resilient and high-performing workforce. In short? Having a strong change muscle has become a good indicator of both individual and business-wide success.
Implementing Agility and Adaptability in Training Programs
Introducing an adaptable mindset and building a change muscle requires rethinking traditional learning structures and assembling interconnected systems that support modern learners through:
1. Blended Learning Approaches
Individuals should be given both “in-the-classroom” and “on-the-job” opportunities for skill building. Keep in mind that classroom learning does not necessarily involve an educator lecturing at the front of a conference room to rows of chairs for several hours. Instead, it might include a combination of in-person and hybrid sessions with interactive components and a degree of self-guided education, so individuals have a sense of control over their learning path.
2. Application-Based Learning
Training should above all be practical and applicable to what learners do on a day-to-day basis. Setting aside time to build skills that cannot be applied in the short term quickly leads to frustration and a low adoption rate. Part of this involves clearly communicating both the immediate and long-term benefits of a skill so learners know exactly what they are working toward.
3. Project-Based Learning
Unlike traditional learning methods, project-based learning encourages experimentation and innovation in a low-risk environment, so individuals can gain confidence in the skills they are building and embrace them more readily.
Engaging employees in collaborative problem-solving fosters both agility and adaptability by encouraging quick decision-making and long-term strategic thinking. Teams that work together to tackle real-world challenges develop skills necessary for navigating organizational change.
4. Mentorship and Peer Coaching
An effective adaptability-building program does not insulate individuals who are still building their change management skills or wait for people to attain a certain level of change proficiency before encouraging them to help others. Putting a mentorship system in place can be an incredibly valuable way to help lower-level employees gain exposure to and insight from experienced leaders. Peer-to-peer coaching similarly fosters a culture of shared leadership and encourages knowledge exchange across the organization. Both types of relationships can help build trust and professional networks, fostering a sense of community and support that is invaluable during uncertainty.
Moving Beyond Change Management
Building a robust muscle for change is more than just “change management.” The term is often used as a catch-all for the bucket of skills needed to successfully navigate change, but it should really have an asterisk by it. The management side of change — processes, frameworks, tools and resources — are indeed useful.
Training professionals hold the key to introducing those skills to emerging and current leaders. By embedding adaptability into learning programs, they empower employees to navigate uncertainty with confidence. In times of constant change, organizations that prioritize adaptability will not just survive — they will thrive.