Adapted from the Book The Journey of Leadership: How CEOs Learn to Lead from the Inside Out
Throughout history, some of the most remarkable innovators have stood out not just for their expertise in one domain but for their ability to master many. Benjamin Franklin is a classic example of versatility—a writer, scientist, politician, and more. His multifaceted talents allowed him to contribute to some of the most defining moments in American history. Similarly, today’s CEOs must embrace a wide range of experiences, skills, and perspectives to navigate an increasingly complex business landscape.
Modern leaders face challenges ranging from technological disruption and geopolitical unrest to generational differences in the workplace. Stakeholders—including investors, employees, and even activists—expect leaders to exhibit a unique combination of professionalism, empathy, and strategic insight. Success in this environment requires one critical trait: versatility.
The Case for Versatility
Versatile leaders excel because they balance a variety of skills and approaches. They are as comfortable diving into the technical details of their business as they are navigating broad, strategic shifts. Versatility, however, is not innate. It is cultivated through continuous learning and the willingness to embrace challenges outside one’s comfort zone.
Take the example of John Plant, CEO of Howmet Aerospace. His career is a testament to adaptability. From leading TRW through a global financial crisis to transitioning into a completely different industry, Plant demonstrated the ability to pivot between restructuring, cost-cutting, and growth. His approach? Pursue roles that stretch your capabilities and immerse yourself in new environments.
Building the Adaptability Muscle
Leaders aspiring to the top must embrace discomfort and variety in their career paths. Former Ford CEO Mark Fields likens it to building “muscle memory.” By intentionally seeking out diverse experiences—whether spearheading a turnaround or scaling a high-growth business—leaders can prepare themselves for the unexpected shifts that inevitably arise.
The willingness to learn deeply is equally vital. CEOs like Delta Air Lines’ Ed Bastian highlight the importance of intellectual curiosity. When faced with the COVID-19 pandemic, Bastian collaborated with leading health experts to continually adapt Delta’s response. His approach underlines the need for leaders to seek knowledge constantly, even in rapidly changing and uncertain circumstances.
Knowing When to Speak Up
In today’s social and political climate, leaders are also expected to navigate issues far beyond the corporate sphere. Whether addressing environmental concerns or responding to societal challenges, CEOs must decide when and how to take a stand. Authenticity and relevance are key. For instance, Bastian took a public stance against Georgia’s controversial voting laws in 2021, recognising its significance to both Delta employees and the broader community.
However, not every issue warrants a response. Leaders must strike a delicate balance, ensuring that their positions align with the organisation’s values and priorities while remaining measured in their communication. As the authors of The Journey of Leadership highlight, leaders must consider whether a particular stance aligns with their organisation’s integrity, values, and principles. If they take on a controversial issue, they must ask themselves: Is this authentic? Will the world perceive it that way? Leaders who speak out without the commitment to follow through risk accusations of hypocrisy.
For example, many leaders have pledged their companies will achieve net-zero carbon emissions by 2030 or 2040. But few have an actionable, credible plan to reach that goal. Companies announcing such ambitious targets often fail to engage in the hard work required for real change, resulting in accusations of greenwashing. John Plant of Howmet Aerospace presents a different approach to environmental responsibility—one grounded in authenticity. Rather than making vague pledges about net-zero, Plant emphasises a more achievable goal: to ensure that the company does not harm the environment or future generations. His leadership involves substantial investment in making manufacturing more efficient and cutting carbon wherever possible. “You have to be authentic; you have to believe what you say, and you have to express a set of values,” says Plant. “If you want to take people along with you, you’ve got to be honest with them.”
The Takeaway
The challenges facing today’s CEOs demand a new kind of leadership—one that combines curiosity, courage, and adaptability. Whether it’s mastering the intricacies of a new industry, pivoting between growth and cost-cutting, or knowing when to weigh in on societal issues, versatility is no longer optional. It’s the foundation of effective leadership in a dynamic world.
As Plant’s example demonstrates, authenticity in leadership is as essential as adaptability. Leaders must follow through on their promises with concrete actions and a true commitment to their values. By doing so, they will build trust and lead their organisations with integrity through the complex and unpredictable challenges of the modern world.
This blog draws inspiration from the insights shared in The Journey of Leadership: How CEOs Learn to Lead from the Inside Out by Dana Maor, Hans-Werner Kaas, Kurt Strovink, and Ramesh Srinivasan. Their work explores how adaptability shapes leaders capable of thriving in complex and unpredictable environments. Click to read more: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-versatile-leader-how-learning-to-adapt-makes-ceos-better
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