ABSTRACT
In this chapter, the leaders assume that they had the personal skills and abilities to work together that they described earlier. As they can see, being organised is not a matter of being rigid and can coexist with being adaptable. By using the approaches shown in the circles, the leaders develop a more optimistic mindset and learn to use it as a powerful tool of adaptability. Like optimism, these characteristics help us to be adaptable rather than rigidly 'sticking to our guns' with problems or with people. They had to create the climate for adaptability, partly by giving permission to innovate but also by creating the expectation that people will experiment. Adaptability needs a clear steer from leaders, which includes setting priorities, asking questions, and clarifying decision-making and accountability.
