Adaptive Ecosystems Consulting

This morning, I started writing a LinkedIn post about the cognitive load that working in the office creates and how leaders can avoid arbitrary policies when deciding on remote working options. But I stopped myself. Why? Because this conversation feels too familiar and a lot of people are discussing similar issues. Yet, despite the discussions, the problem remains unresolved for a lot of companies out there. As a community, what we lack is a shared framework that focuses on systems and experiences to guide decisions about how to create remote working policies for leaders across industries and sizes. Without one, we risk inconsistent policies that don’t truly serve employees or organisations, ultimately impacting the outcomes and experiences they deliver. So, this week, I’m taking action to create a holistic framework for designing remote work policies and I’d love your input. To help me create the framework, my question to you is: What are the key factors that should inform a company’s decision to offer remote working options, regardless of their size or industry? Here are my initial thoughts: - Type of work: Is it manual, administrative or highly collaborative? - Team size and dynamics: How does the team's size and structure influence communication needs? - Accessibility: Are there reliable transport options, accessible parking or safe walking paths? - Collaborative technology: Does the organisation have tools like Teams, Slack or Miro to support virtual collaboration? What would you add or change? Share your insights, examples or even challenges you’ve faced. Together, let’s create a resource that helps leaders make thoughtful, inclusive decisions about remote work. Your input matters, so share this widely and join the conversation!

Imagine you’re leading a division in a large, rapidly growing organisation. Resources are stretched thin, stakeholders are pushing for immediate results and your team is beginning to show signs of burnout. At the same time, priorities from other divisions are pulling you in different, often conflicting, directions. Sound familiar? You’re not alone. This is the reality for many leaders working in complex systems. When faced with this kind of pressure, traditional approaches often suggest simplifying complexity by breaking it down into smaller, manageable problems or focusing narrowly on optimising specific areas. While these methods can deliver short-term relief, they often fail to address the underlying dynamics of complex systems. Challenges in one part of the organisation ripple outward, creating unintended consequences elsewhere. The truth is, we can’t simply “fix” complexity. What we can do is strive to better understand it. This begins with recognising how systems operate as interconnected networks, where decisions in one area affect outcomes across the organisation. It means understanding how people interact with these systems, what motivates them, where the friction points are and how their experiences shape overall outcomes. By building this deeper understanding, we can begin to navigate complexity more effectively. We can hold space for competing needs and make decisions that honour both immediate priorities and long-term goals. This might look like: - Mapping interdependencies across teams or divisions to better anticipate knock-on effects of changes. - Facilitating inclusive conversations between divisional and team leaders to align priorities and address tension points early. - Balancing short-term deliverables with investments in long-term system and people capability, so your organisation can adapt and thrive. This approach isn’t about choosing between people and performance or strategy and operations. It’s about aligning them and building the capability to meet stakeholder needs while supporting the wellbeing of your team. It’s about creating the conditions where those who define the vision and those who deliver it are working in harmony, even amidst complexity. What do you think? Can we simplify complexity, or is the key to leadership today learning to navigate and understand it?

Many leadership decisions hinge on finding the right balance between instinct and insight. Instinct leads us in ambiguous environments with no clear path ahead, helping us act when familiar paths are absent. Insight guides us when we have the space to reflect, aligning our decisions with purpose and intended impact. Yet, too much instinct risks succumbing to assumptions and bias. Too much insight risks 'analysis paralysis,' where we plan more than we build. The goal? To hold the tension between these two states, enabling us to move into the unknown with confidence, adapting with updated knowledge and insights. How do you balance instinct and insight as a leader? #instinct #insight #leadership

Learnings from a Lunchbox When I became a mum, there were countless things to learn, some of which felt incredibly important because of the stress or anxiety they brought with them. But none has turned out to be as surprisingly impactful as packing my daughters’ school lunches. As a parent, I see myself as a leader. Since my work focuses on supporting leaders, I’ve come to view my everyday life as a way to learn and find connections that carry over to my work life. In the case of lunchboxes, my purpose is simple: to provide my daughters with sustenance so they have the energy to enjoy learning and fun at school. My values drive me to choose good-quality food and pack waste-free options, respecting our school’s no-plastic policy. Following this purpose and these values, I pack two lunchboxes each, as the school’s routine gives them two eating breaks in the day. By all measures, I’ve delivered on my responsibilities. But... does this mean my daughters eat their lunches? Some days, they come home with lunch untouched. And I started seeing the impact of this, tired, hungry, and ‘hangry’ kids, which no one enjoys. So I launched a listening campaign to understand their lunch experience. I asked targeted questions about where they eat, which foods they like most and least, and even invited them to choose snacks while shopping, giving them some control over what goes in. I observed them eating after school, noticing preferences I hadn’t before. One of them likes pretzels more, and the other prefers cucumbers over apples. I also realised that trends among their peers play a significant role. Their friends may bring in different foods that my daughters want to try. By introducing small changes and monitoring their responses, I could see what resonated with them. And even with this, some days, they still come home with a full lunchbox. Sometimes, it turns out, they chose a lunchtime activity over eating or just weren’t feeling well that day. This brings me to a key takeaway for us as leaders. We must stay attuned to the needs and experiences of our people, especially our stakeholders. Here are some essential reminders: - Just as I learned from asking my daughters questions, we need to foster ongoing conversations to truly understand our stakeholders' experiences and preferences. - Be prepared to make changes based on the feedback received, recognising that people’s needs can shift over time. - Involving others in decision-making, whether it’s choosing lunchbox contents or shaping service offerings, helps them feel valued and invested. - We must remember that our work impacts real lives. Prioritising human connection is vital, even in bureaucratic environments. If we fail to understand the experiences of those we serve, we risk not only missing our purpose but also diminishing our effectiveness and resilience over time. So, what’s your lunchbox story? #leadership #change #behaviour #people

Empathetic leadership requires regularly updating your knowledge about the current state and future potential of your people and the systems they work within. This means asking yourself: ❓What are the organisation’s current priorities, and how does your team’s role align with them? ❓Where does your role have the authority to make decisions, or the ability to influence decision-makers? ❓What is the current state of your stakeholder relationships, and who do you need to communicate with, engage, or partner with to enhance the value and impact of your work? ❓How do your people feel about coming to work and interacting with different parts of the organisation or its systems? ❓What key risks does your team carry, and how are they being managed? ❓What opportunities are available to your team, and how can you best position yourself to take advantage of them? When you have this knowledge, you become better at: ✅ Understanding the power dynamics within your organisational culture and using this understanding to drive the right outcomes. ✅ Creating opportunities for your people to thrive while supporting them through challenging or risky situations. ✅ Building relationships that create value for both parties and can be relied upon for support during difficult times. ✅ Fostering a team culture of trust, respect, and belonging because your people know they can rely on you to show thoughtfulness and care. Empathetic leadership often carries a heavy workload, much of which goes unnoticed or unappreciated by those designing leadership roles. This is why good leaders are often burnt out, as they carry these responsibilities alongside tasks more easily captured in a job description. How do you support empathetic leadership practices in your organisation? #empathetic #leadership #productivity #performance