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  • Adaptability & Agility in the Workplace

    Woman talks on a cellphone while walking down a city street

    Build the skills to navigate change with confidence. Here are a few strategies to help you respond quickly, think flexibly, and lead effectively in today’s evolving work environment.

    In today’s rapidly changing work environment, adaptability and agility have become core capabilities for leaders and employees at every level. Adaptability refers to an individual’s ability to adjust thoughts, behaviors, and actions in response to new conditions. Agility expands this by emphasizing the capacity to anticipate change, pivot quickly, and take effective action in uncertain or complex situations.

    Organizations that cultivate adaptability and agility benefit from improved problem-solving, stronger collaboration, and greater resilience during transitions. Research shows that adaptable employees demonstrate higher levels of learning engagement and performance, especially during periods of change (Pulakos et al., 2000). Similarly, agile teams are more innovative and better positioned to respond to evolving customer and organizational needs (Rigby, Sutherland & Takeuchi, 2016).

    eveloping these skills requires a combination of self-awareness, a growth mindset, and ongoing practice. Leaders play a key role by encouraging experimentation, modeling flexibility, and creating environments where teams can learn, adjust, and move forward with confidence.


    Resources to Learn More


    Written by Amber Anderson Grant, OD Specialist

  • Leading Yourself

    A man in a business suit smiles in the foreground while his direct reports cheer in the background

    Many who are put in leadership roles don’t know how to, or have never been taught how to, lead themselves. This article will dive into what it takes to lead yourself and how it can introduce ways of leading others.


    Imagine you are starting a new position or have been given the chance to manage and take on leadership opportunities. Many achieve this and gain valuable insights, diving right into learning how to lead others. This is a normal and exciting thing. Numerous individuals have been in this position and learned how to lead others in this way. What if I told you there is another piece of this puzzle missing in plain sight? One that doesn’t show up for some time.

    Let's start with a quick history lesson. It is well documented that in Ancient Rome, Roman soldiers were able to ask citizens to carry their gear up to a mile. What this implies is that the same soldier carried their own gear beforehand. This isn’t a second-mile service article; this is about the first mile. You may be thinking, “OK, what are you getting at? We didn’t sign up for a history lesson.” That’s fair. Your challenge is this: how can you expect to lead others AND expect them to want to follow you, if you are not able to lead yourself?

    Here are five practical steps and three best practices directing you in how you can start leading yourself. Not only will you grow and develop, but others will also notice something different about you. These principles are coined by Mark Miller, who started as a Chick-fil-A team member in 1977 and went on to serve as Vice President of High Performance Leadership for two decades. He is known most recently as a co-founder of Lead Every Day.


    H.E.A.R.T.

    Hunger for Wisdom
    Best Practices:

    • Design a Plan
    • Enlist Mentors
    • Learn Daily

    Expect the Best
    Best Practices:

    • Choose Optimism
    • Fail Forward
    • Remember Wins

    Accept Responsibility 
    Best Practices:

    • Own Your Role
    • Admit Mistakes
    • Give Praise

    Respond with Courage
    Best Practices:

    • Acknowledge Your Fears
    • Embrace Risk
    • Initiate Action

    Think of Others First
    Best Practices:

    • Add Value
    • Express Gratitude
    • Serve Unconditionally


    Resources to Learn More


    Written by Kal Keiffer, L&D Specialist

    References: Miller, M., & Gravitt, R. (2019). The Heart of Leadership: Becoming a Leader People Want to Follow (Quick Start Guide). CFA Properties, Inc. & InteGREAT Leadership.

  • Taking Charge of Your Career: Building Direction, Confidence, and Momentum

    Woman in green shirt holding laptop

    Career development is no longer a passive journey, it’s a skill that requires intention and action. This article offers practical guidance, tools, and strategies to help you take ownership of your career and prepare for what’s next.

    In today’s dynamic workplace, career growth doesn’t happen by waiting for the next opportunity, it happens by actively shaping it. Taking charge of your career means developing self-awareness, seeking continuous learning, and aligning your strengths with evolving organizational needs.

    Self-reflection is the foundation of effective career development. Understanding your skills, interests, values, and impact allows you to make intentional choices, rather than reactive moves. Equally important is adaptability: the ability to learn, adjust, and grow as roles, teams, and priorities change.

    Career ownership also involves proactive behaviors, such as seeking feedback, building meaningful relationships, and advocating for development opportunities. Individuals who engage intentionally in their career growth are more likely to stay engaged, perform at a high level, and navigate change with confidence. Ultimately, career development is a partnership between you, your manager, and your organization, but it starts with you.

    Career Development Strategy

    1. Reflect on where you are and where you want to go.
    2. Identify strengths to leverage and skills to develop.
    3. Seeking feedback and learning opportunities.
    4. Build relationships and networks across the organization.
    5. Review and adjust your plan regularly.

    Resources to Learn More


    Written by Amber Anderson Grant

    References: Center for Creative Leadership (CCL): 4 Sure – Fire Ways to Boost Your Self Awareness
    Harvard Business Review: Career Ownership and Continuous Learning.

     

  • WINS Model: How to Reflect and Gain Feedback

    A woman stands over a man's desk giving him a thumbs up

    Do you struggle and groan at the thought of reflecting on a project or completed work, or of getting feedback from others? There is a cringe-free way of reflecting and giving/receiving feedback.

    At my previous workplace, I heard a leadership coach delivering a presentation on feedback that included, in my opinion, one of the greatest models for reflecting on completed or on-going work, projects, or provided feedback. And no, it was not the “feedback sandwich” method, which is where you start with positive feedback, followed by constructive criticism (or not-so positive feedback), followed by more positive feedback.

    Have you experienced this type of feedback? It’s like a bad break-up tactic. I imagine a couple at a coffee shop or ice cream parlor ('cause that’s where all break-ups happen, right?), and it goes a little something like, “Hey, you’re great — this isn’t working out, but you’re still great.” Hits a little too close to home, right?

    This type of feedback can, and often does, come across as insincere or insensitive. The receiver feels their interests are not being considered and may see the conversation as one-sided, instead of as an open dialogue. I think this reflects current challenges many of us experience when receiving feedback or engaging in real-time reflection.

    Then there’s the challenges faced by those working independently who find it difficult to initiate meaningful self-assessment. It’s natural to say things are going great and just keep moving in the same direction, but this may cause you to miss valuable lessons and overlook growth opportunities due to a lack of knowledge or guidance.

    Here is the model the leadership coach taught me — the WINS Model. Fair warning, it isn’t groundbreaking, but it offers significant value when applied to reflection and feedback processes.

    W – Well
    What went well?

    I – Improve
    What would you improve?

    N – Needs
    Are there "needs" for next time?

    S – Support
    What support do you need?

    Like I said, this approach is not groundbreaking, but after introducing it at UAB, my supervisor found it valuable enough to make it our go-to method of giving and receiving feedback. I encourage you to pick a feedback method for yourself — preferably not the feedback sandwich! Feedback is important, and delivering it effectively is even more important.


    Resources to Learn More


    Written by Kal Keiffer, L&D Specialist