Success factor: Adaptivity

New situations might require another approach. Both as a person and a a group we need ‘to make a new path’ of thinking and doing. That an a healthy interaction between people facilitates the group flexibility and its ability to adapt to unforeseen situations and events.

The success strategy: Think big & act agile. When needed we facilitate a well-balanced change of underlying systems, structures and mindsets. We can discuss this factor using the following success markers: Energized, Resources, Healthy balance, Agility and Optimal control


Feel energized
We feel energized when we interact with each other
energie door wisselwerking

In most cases professionals feel energized during the interaction with other team members. This differs depending on the social cohesion in a team. In many cases social interaction stimulates and motivates. (Source: Ruysdael research on connected leadership)


Individual improvement

Find situations, people, places and joint activitities that engerize you. Also find time that you spent alone. It is all about a porper dynamic balance.

In case you expect a meeting to drain your energy expand your own behaviour pattern:

  • express expectations.
  • start in a good physical and emotional condition.
  • be centered, open and alert.
  • go with the flow.
Team improvement

Discuss and explore the cause of meetings which drain the energy.

Find a rhythm and flow of interaction by:

  • changing the meeting time (length and time of day);
  • introducing other interaction patterns (creative brainstorming/problem solving);
  • rotating chairman role.


Other interventions

Find the win-win-win (Franklin Covey)

Stand-up meetings (Lean)

Alternate a work and play attitude


We believe that resources are or will be sufficient to reach the goals
Voldoende hulpbronnen

38% of the team members feel that resources are or will be insufficient to reach the common goal. 25% is convinced that resources will be sufficient.  These survey results seem an explanation for the relatively high number of teammembers that lack intiative. It also explains why many feel an inbalance between expectations and reality. (Source: Ruysdael research on connected leadership)


Individual improvement

Reflect on your current situation and activate a resourceful mindset:

  • Wat is my intention or purpose in this specific situation?
  • What do I really need?
  • Which of my skills will aid me?
  • What focus do I need in this situation?
  • Which opportunities, options or alternatives might help?
Team improvement

Team resources such as motivation, focus and human energy could be activated by reflecting on these questions:

  • What specific results do we want to achieve?
  • How do we raise our motivation?
  • What is the proper team focus?
  • What specific resources (knowledge, time, money, tools, information, people) do we need?
  • What is our circle of influence?
Other interventions

Brainstorm meeting (Problem solving or creative search)

Retrospective (Agile)

Align with other stakeholders what resources are needed en negotiate timely delivery.

Descope timelines and objectives when resources are not available.

Healthy Balance
We experience a healthy balance between expectations and reality
Balans verwachting realiteit
Many team members experience an inbalance between expectations and reality. In most cases because external expectations are not properly aligned with or exceed the available resources. A proper balance is a prerequisite for achieving a sustainable level of performance. A continuous inbalance creates poor communication and a lack of alignment (Source: Ruysdael research on connected leadership).
Individual improvement

Improve self-awereness and your perception of reality.

In case you experience frustration, cynism or a feeling of uncertainty, use these questions to create a better balance between expectations and reality.

  1. What do I expect?
  2. How do I perceive reality?
  3. What specifically is the difference that triggers an unbalance?
  4. How do I feel about that?
  5. What is the call to action?
Team improvement

The right level of expectation creates a compelling future and stimulates team action. Discuss expectations to obtain an joint perspective of

  • results and approach
  • standards
  • needs
  • reference-experiences
  • quality

Make sure that transparency among all participants is high by frequent interaction, alignment en communication.

Other interventions

Conduct a stakeholder analysis.

Convert important expectations into mutual agreements.

We are as a group sufficiently flexible in order to do what is needed
Flexibele groep
Many teams feel flexible and agile. The ability to adapt quickly to changing conditions, to refocus and to solve unforeseen problems seems high. The survey also shows that this flexibility creates a downside on the long run: Team members experience high stress levels, lack a feeling of flow and struggle with prioritizing work. Although teams are flexible in the day to day activities they lack team focus and the ability to anticipate to events that might occur on a larger time scale (Source: Ruysdael research on connected leadership).
Individual improvement

Agility at a personal level is all about options. It requires flexibility in the way your respond to your environment. Increase your flexibility by:

  • a proper preparation (scenario planning);
  • a dynamic balance (physically, emotionally and mentally);
  • the right focus (specific – overall);
  • thinking about possibilities and options;
  • using multiple perspectives.
Team improvement

How would you classify the way your team responds to new information and settings? Proactive or reactive? Reactive teams change their behavior after the environment has changed. Proactive teams visualize the future, define possible scenario’s and influence the environment to prevent changes or to adapt before the change occurs. These questions help a team to a more proactive approach:

  • What could possibly happen?;
  • How does this influence our objective?;
  • How to deal with this?
Other interventions
  • Risk analysis
  • SWOT analysis
  • Factor analysis

Or check out other success markers:

  • Coherent overview
  • Interdependencies
  • Proactive alignment
  • Group focus
Optimal control
We experience that results emerge without excessive planning, control and management
Optimale sturing
Many teams experience excessive external planning and control. They feel that others limit their autonomy. On the other hand, executives indicate that many teams are lack the extent of self-organization to stay attuned with the environment. Optimal planning and control is a prerequisite for creating flow within and among teams. The stakes: sustainable use of time and money (Source: Ruysdael research on connected leadership).
Individual improvement

Optimal control is all about finding the right dynamics of autonomy and alignment. It starts with being aware of three levels of control:

  • the bigger picture (portfolio of initiatives or projects).
  • teams (project or task teams).
  • individual (me).

And finding mutual agreements concerning:

  • autonomy (execute without direct control).
  • alignment (execute after mutual agreement).

control (execute while being directed).

Team improvement

Control is a cybernetic feedback loop between all people and departments that are involved in reaching the collective objective. Optimal control requires a collective context and a shared vision on how to ‘control’ the outcome.

  • Discuss ‘control principles’ with all parties involved.
  • Create a common understanding of ‘autonomy’, ‘alignment’ and ‘control’.
Other interventions

Project settings: Determine tolerances.

Agile settings: Work with ‘sprints’ and ‘product backlog’.