Leadership is a two-way process—how effectively we believe we lead, and how those we lead actually respond. If there’s no response, then there is no leadership. It’s that simple. 

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This is why leadership must focus more on the people we lead than on ourselves or what we know. True leadership is about drawing out the best in others, empowering them to shine. It’s not about standing in the spotlight—it’s about lighting the way for others to thrive. 

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The Power of Adaptability 

Adaptability in leadership is critical, particularly in dynamic organisations where leaders are frequently moved into new environments. Each new role brings different people, cultures, and challenges. What has helped me navigate this change over the years is something incredibly simple yet profoundly powerful: active observation. 

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Observation is a skill often undervalued, leaders feel the pressure to prove themselves. There’s a common misconception that leaders must always be the loudest voice in the room, commanding attention. But in reality, often the strongest leadership happens in silence. 

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Give yourself permission to pause. Be the fly on the wall. Read the room. Gauge the temperature. Watch the interactions. Listen to the unspoken. And resist the urge to fill every silence with your voice. I’ve found that by staying quiet and letting others take the floor, I learn more about the team, the culture, and the dynamics than I ever could by dominating the conversation. And often, at the end of this observation, I’m better equipped to lead with clarity and precision. 

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Lessons From My First Leadership Role 

My first experience with leadership came early—straight out of engineering school. I was a fresh graduate, a Technical Instructor at Siemens Training Centre in Munich, Germany. An Aussie expat in a new country, in my very first job, I was tasked with teaching a room full of grey-haired experts, many with 25+ years of experience. 

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Talk about intimidating! Nerves? Absolutely. But that’s when adaptability kicked in. I kept telling myself: This is not about me. It’s about them. These professionals were there to learn. My job wasn’t to impress them with my experience—I had none. My job was to help them succeed. 

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I spent day one observing. Who looked engaged? Who seemed disinterested? Who was just there for the trip? By the end of the day, I had a sense of who needed challenge, who needed support, and who needed motivation. Over the course of two weeks, I adapted my style to each group and individual, focusing on how they responded. By the end, I had led them to where they needed to be—not by command, but by connection. 

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Leading Through Change 

Almost 30 years later, that first leadership challenge remains one of my greatest teachers. It taught me that adaptive leadership is about tuning in—to individuals, to group dynamics, to the unspoken energy of a team. Observe before acting. 

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Leaders must not only adapt personally, but also help their teams build the confidence to embrace change. This means fostering a culture where it’s okay to not have all the answers, where curiosity is encouraged, and where innovation isn’t constraint by fear of failure or your own limited knowledge. 

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At its heart, leadership is not about control—it’s about connection. The more we can observe, adapt, and respond to the needs of our people, the more effective we become as leaders. Adaptive leadership is not a skill you master once—it’s a mindset you commit to continually. 

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Because in the end, it’s never about you. It’s always about them—the people we lead.