Same Tools, Different Uses: Adapting Leadership to New Contexts
As leaders, our toolkits are packed with experiences, strategies, and practices that have worked wonders in the past. But when we step into new environments, those familiar tools often require a different approach to stay effective. Leadership, much like software engineering, thrives on adaptability.
One of the Hardest Leadership Lessons I’ve Learned
Two months into a new job, I found myself navigating an unexpected leadership shake-up. The manager who hired me—and had been one of the reasons I joined—left abruptly. Within weeks, I was reporting to a new manager. On paper, his credentials were impressive: seasoned engineering leader, top-tier companies, an enviable LinkedIn profile. Reality? Not so good.
Despite his experience, he struggled to adapt to the organization’s culture and the needs of the teams he managed. He wielded his previous company’s playbook like a hammer, viewing every challenge as a nail. His failure to adjust not only alienated the team but also stalled progress. After six months of chaos, he was let go. For me, as a middle manager at the time, it was one of the most challenging periods in my career—juggling a rigid leader’s fallout, guiding my team through turbulence, and ensuring quality software delivery.
This experience taught me that leadership isn’t just about the tools we carry—it’s about knowing when and how to use them, and when to set them aside altogether.
4 Strategies for Leadership Adaptability
We have been navigating challenging times with layoffs, restructures, and shifting priorities, meaning that as leaders, we must regularly recalibrate. While our skills and experience are invaluable, they must be wielded with an understanding of the new context we find ourselves in.
When I step into a new team, these strategies help me adapt and apply my leadership toolkit effectively (trying not to be ‘that’ rigid manager I had to deal with):
1. Resist Action Bias
The urge to prove your worth as a new leader is strong, but resist diving into delivering change too quickly. Take time to observe and absorb the business ecosystem—its culture, processes, and systems. Accept that you are a beginner in this environment, even if you’re the leader. Attend meetings with a learner’s mindset, not just a decision-maker’s.
2. Build Trust Through Small Wins
Establishing credibility within the team takes time. Identify low-hanging fruit—small but meaningful improvements that demonstrate your value. Early wins help build trust and pave the way for bigger changes.
3. Cultivate a Network of Collaborators
Leadership isn’t a solo endeavor. Forge connections across teams and departments. Collaborators amplify your influence and help you navigate organizational complexities.
4. Spot the Key Players
Every organization has unofficial influencers and “organizational translators”—people who understand the culture and can bridge gaps. Identify and work with them to understand unspoken dynamics and gain deeper insights into the team.
Context Is Key
The tools and strategies that once made you successful are still valuable—but they aren’t universally applicable. Leadership requires context-aware adaptation. By listening, learning, and tailoring our approach, we set ourselves—and our teams—up for success. We can do more than just manage change. We can model how to thrive in it.