Michael McFall is the cofounder and co-CEO of BIGGBY COFFEE as well as the author of the Inc. Original books GRIND and GROW.
Managing companies and teams is hard. If it were easy, every organization would be thriving.
There is a laundry list of ever-important problems that need to be solved, revenue targets that need to be met, customers that need to be acquired and new challenges always emerging over the horizon, putting even the most experienced leaders to the test.
Then, there is the relational element.
Whether you’re leading a business with a handful of employees or a major corporation with thousands of people spread across the world, managing relationships between people is complicated, even on the best days.
Everyone (including you) has many influences that affect their personality, work style and general demeanor. There are infinite internal and external factors that affect people’s ability to contribute at work, creating a complex puzzle that leaders can’t be expected to solve.
There is good news. You don’t have to. You don’t have to have all the answers.
In fact, highly effective leaders know it isn’t about having the answers. Instead, they need one trait that can unlock the solutions to most problems: fluidability.
Fluidability, a leader’s capacity to be adaptable, flexible and responsive to changing circumstances and team input, fosters a culture of empowerment, enabling better decision making and stronger team performance, which can ultimately produce better business outcomes.
It’s the one leadership trait that you can’t live without. Here’s why.
1. Fluidability empowers the individual.
Everyone comes to work with their own stuff. Maybe they are really struggling as they grapple with personal loss or professional setbacks. Maybe they are exuberant, ready to take on any challenge with gusto.
In other words, some days will be amazing and dynamic for some people and unremarkable and difficult for others.
Regardless of how they show up to work, the leader’s job is to facilitate the individual and, therefore, the group performing at the highest level.
I’ve found this is only possible with fluidability, by meeting people where they are and being who they need you to be today while coaching and supporting them so they learn, develop and thrive. This is dynamic and powerful leadership. It’s how people within groups do impactful and powerful things.
In many ways, this is counterintuitive. Industry, education and government often operate under the supposition that all people are alike and should be treated the same. Meanwhile, effective managers will understand that everyone is unique, bringing their own demeanors, talents and learning curves to the table.
Rigid managers try to fit everyone into a box, while fluid managers empower the individual to be their best selves, regardless of the external factors influencing their impact at work.
2. Fluidability brings the best ideas to the forefront.
In many organizations and cultures, there’s a prevailing belief that leaders should have all the answers. Whether it’s a strategic direction, a solution to a technical problem or a resolution for team conflicts, the leader is often expected to provide clear and definitive guidance. This traditional model of leadership positions the leader as an all-knowing figure, a beacon of wisdom and expertise that subordinates should turn to for answers.
This fallacy can be devastating to companies, stifling innovation, eliminating diverse perspectives and putting unnecessary pressure on the leader to always know everything.
As a result, teams often become disengaged, resentful or lack motivation if they feel their input is not valued. Leaders may make ill-informed decisions if they’re not open to feedback or alternative viewpoints. Additionally, this mindset can create a culture where mistakes are hidden rather than being viewed as opportunities for learning and growth, ultimately damaging the organization’s long-term health.
Fluidability fights this fallacy, understanding the best ideas come from every nook and cranny of an organization. And while believing and understanding that your ideas are important and considered, you buy into the process, which engenders empowerment that people need to flourish at work.
It’s not always easy to relinquish the reins, but there is freedom in knowing that you don’t have to be the so-called sage on the stage. You can be the one who ensures the best ideas always come to the forefront for consideration by the group.
3. Fluidability keeps your ego in check.
Few things are as toxic to workplace culture as a “genius” CEO or manager.
Inundated with constant reinforcement that they are undoubtedly brilliant, genius CEOs have an inflated sense of themselves; their opinions carry more weight, and ultimately, they have the answer. In many organizations, everyone else is on board with this dynamic—subsequently turning everyone else’s job into a charade where figuring out what the boss thinks in order to line up in that camp is what is important.
In other words, the job becomes about figuring out the puzzle that is the leader, not bringing new and interesting ideas to the table.
This equation inflates the leader’s ego but does little to empower people or bring the best ideas to the forefront. As the leader, not attaching to an outcome and remaining fluid allows for new and progressive thinking to occur. Fluidability keeps your ego in check and makes you a more effective leader as a result.
Become a more fluid leader.
Leadership is undeniably complex, fraught with challenges. It’s not for the faint of heart.
To be successful, embrace fluidability, empowering individuals to bring their best selves to work while ensuring that the best ideas are always heard and that you never become the team’s focus or fascination.
If you aspire to be a leader who not only survives but thrives in today’s ever-changing business landscape, embracing fluidability is not just a choice—it’s a necessity. It’s the one leadership trait you can’t live without, the cornerstone on which sustainable success is built.
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