Why we need more psychologically flexible leaders

Leaders juggle multiple responsibilities on a daily basis – many of which present cognitive, emotional and behavioural challenges. While you may have heard that a steely resolve, brute strength or ‘grit’ are necessary to rise to such challenges, I would argue that successful leaders can approach challenges in a much gentler way: by developing psychological flexibility. While grit tends to be associated with traits like self-discipline and hard work, psychological flexibility is linked to less forceful constructs, including mindfulness, acceptance, and compassion.

In layman’s terms, psychological flexibility refers to the ability to stay present and respond adaptively to the thoughts, feelings and sensations that arise during the pursuit of your most meaningful goals. Whether you’re seeking to balance complicated personal and professional priorities, inspire your team in the face of unpredictable market changes or engage in complex, high-stakes conversations, you will find psychological flexibility an invaluable skill. 

What are the benefits of psychological flexibility?

Psychologically flexible leaders are able and willing to lean into discomfort. They are thus better equipped to handle distress, make more robust decisions, infuse their work with creativity, build stronger relationships and adapt to changing circumstances. This translates into leaders who know how to model and set the conditions for high performance. 

In contrast, psychologically rigid leaders are easily overwhelmed by challenges, struggle to stay open to new perspectives that could nourish relationships and creativity, and avoid growth opportunities for fear of discomfort. Psychologically rigid leaders inadvertently set conditions for lower performance. 

Here’s a closer look at the benefits of developing your psychological flexibility. 

Improve your response to distress 

Psychologically flexible leaders recognise that it is normal to experience a wide range of emotions. As such, they do not attempt to eliminate uncomfortable emotions like fear, anxiety, disappointment or anger. They know this is a futile and energy-draining exercise. By maintaining an attitude of non-judgement towards emotional experiences, psychologically flexible leaders rid themselves of the additional stress that accompanies resistance to discomfort. In some cases, they can even harness distress to make progress against their goals: for example, anger might give an argument some extra oomph if harnessed wisely. 

Enhance your decision-making

When faced with an uncomfortable situation, many of us respond impulsively (out of habit or to curb discomfort) rather than choosing a response that will move us closer to our goals. Leaders who are psychologically flexible are empowered to resist impulsive or habitual behaviour. Even in high-pressure situations, they find they are able to access a small interval of time between trigger and response in which they can choose to respond with equanimity and make more intentional decisions. 

Nurture your creativity and relationships

A key component of psychological flexibility is the ability to shift between your own and others’ perspectives. Leaders who are open to diverse perspectives are more likely to question their own assumptions, think outside the box and foster a culture of innovation that can help their organisation stay relevant. When leaders are willing to take others’ perspectives, they also demonstrate respect for the people they interact with, which is conducive to building strong connections and reaping the benefits of collaboration. 

Adapt to changing conditions

In the words of Greek philosopher, Heraclitus, "change is the only constant in life." Whether you’re dealing with market-changes, technological advances or uncertainty on the home-front, effective leaders must learn to adapt their behaviour to a variety of situational demands. This adaptation may require leaders to adjust their thoughts, emotions and behaviours if this is in service to their most meaningful goals. Since psychologically flexible leaders have a more limber, adaptable mindset, they have the upper hand where change is concerned. 

How can you develop your psychological flexibility?

Here are a few strategies to consider. 

Practice mindfulness

Mindful breathing exercises can help you cultivate awareness and non-judgmental acceptance of your thoughts, emotions, and behaviours. By developing this kind of self-awareness, you can learn to make your perceptions “an object of [your] attention, rather than being subject to them”(1).  This can help you better understand your own reactions to challenging situations and learn to respond more effectively.

Seek out new perspectives

While habits and systems play an important role in efficient operations, leaders should be wary of getting stuck in outdated ways of thinking and behaving. It is important for you to regularly question your assumptions and beliefs, and actively seek out new ideas and perspectives. This can involve inviting feedback from others, exposing yourself to new experiences (especially ones you are inclined to avoid), and exploring different ways of thinking and problem-solving.

Lean into discomfort

At face value, it sounds crazy to advocate leaning into discomfort. After all, who would want to invite more pain into their life? Still, we know that stepping outside of your comfort zone is where growth happens. To begin with, it helps to clarify your values and goals so you can use these as a reference point for gaging whether a certain degree of discomfort is worth enduring. In addition, connecting to your values helps you take a more compassionate approach to goal-pursuit. As you move out of your comfort zone, you may choose to take more calculated risks, open yourself to new experiences and acknowledge that failure and mistakes are an inevitable part of growth and learning.

Next steps

If you would like to explore how developing your psychological flexibility can help you juggle multiple responsibilities and support the people and causes you care about, please feel free to get in touch.

Reference

Cavanagh, M. J., & Spence, G. B. (2013). Mindfulness in coaching: Philosophy, psychology or

just a useful skill?