The Art of the Possible: Embracing Adaptability through Job Crafting

Carolin von der Mosel

Talent Development I Podcast Host I Author I New Work I Mum

August 12, 2024

Article co-authored with Miguel Nisembaum and Hugo Nisembaum 

In today's fast-paced, ever-changing work environment, one skill stands out as crucial: adaptability. Dan Brodnitz, Global Head of Content Strategy at LinkedIn Learning, highlights this as the hottest skill to develop. In a world marked by volatility, uncertainty, complexity, and ambiguity (VUCA), adaptability isn't just a trend—it's a necessity. As we navigate the unpredictable future, it's clear that the pace of change will only accelerate.

But how do we prepare for these "uncertain" times? And more importantly, how do we cultivate adaptability not as a reaction to external pressures, but as an intrinsic capability? The answer lies not in merely responding to external factors like AI or market shifts but in proactively redefining what’s possible.

The Shift from Tagged Labels to Untagged Possibilities

Adaptability isn’t about training for every possible scenario—it’s about expanding our self-perception, seeking new opportunities, and reshaping our narrative to turn what once seemed impossible into reality. This is where the art of the possible comes into play.

Instead of confining employees within the boundaries of tagged labels—such as those derived from past experiences, performance evaluations, or hierarchical rewards—organizations should foster an untagged mindset. This shift moves the focus from "What can't I do?" to "How can I contribute to making something happen?" It empowers individuals to break free from limiting labels and embrace their full potential, driving sustainable adaptability.

The Role of Art and Craftsmanship in Sustainable Adaptability

At the heart of this untagged approach lies the concept of art or craftsmanship. True creation—the kind that leads to new possibilities—requires moving beyond past experiences and external validation. It’s about focusing on strengths, enjoying the journey, and embracing the unknown.

However, the concept of art or craftsmanship seems to stand in contrast to traditional HR approaches. Here are some key caveats, highlighting the limitations of the tagged approach:

• We cannot "create" something new if we rely solely on past experiences. (Tagged: labels defining us based on our past work experiences, such as recruitment decisions or promotions.)
• We cannot "create" if we allow others to determine our readiness. (Tagged: one-way performance evaluations that limit growth.)
• We cannot "create" if we are focused on pleasing others or feeling scrutinized. (Tagged: rewards that rely on hierarchical management structures.)
• We cannot "create" if we do not allow ourselves the time to enjoy the journey. (Tagged: working towards goals without appreciating and being rewarded for the journey itself.)
• We cannot "create" if our focus is on our weaknesses. (Tagged: development plans centered on mitigating weaknesses rather than amplifying strengths.)

Creation is the pathway to making things possible. And possibility is nothing more than creation itself. When we talk about becoming masters of our craft, we're talking about individuals who put their unique stamp on their work—those who are recognized as "masters of their Art."

Supporting Managers in Fostering Sustainable Adaptability

The challenge, then, is how to equip managers to lead with this untagged, artistic approach. Traditional methods—such as competency development programs or productivity tools—fall short when it comes to fostering true adaptability. In fact, according to Gartner's 2024 report, 50% of employees lack confidence in their managers’ ability to lead them to success over the next two years. The conclusion is clear: without fundamentally changing the way we work, these efforts will remain superficial.

Gartner suggests a pivotal shift: redefine expectations around leadership. Leaders must redesign their roles to leverage their unique strengths and focus on where they can add the most value. When organizations embrace this approach, managers are 1.4 times more likely to find their work manageable.

But how do we engage in this redefinition without reverting to familiar models and frameworks? How can we innovate without being constrained by pre-existing structures like job descriptions or performance labels?

The Art of Job Crafting: An Untagged Approach

This is where Job Crafting comes into play. Amy Wrzesniewskis concept of Job Crafting encourages individuals to reshape their roles to align with their interests, values, and strengths, effectively putting work in the service of what makes sense to them. It transforms jobs from static, fixed roles into dynamic, moldable experiences.

Job Crafting is not just about adjusting tasks; it’s about fostering an environment where creativity, or the art of the possible, is the driving force. It is about giving employees the freedom and support to redesign their roles, to experiment with new ways of working, and to create something that is uniquely theirs.

The Perception of Work: Fixed vs. Fluid

Our perception of work shapes how we engage with it. If we see our work as fixed and unchangeable, we become rigid and reactive. But if we view it as fluid and moldable, we approach it with creativity and flexibility, exploring new possibilities and forging connections across departments.

Similarly, our perception of our own willpower influences how we work. If we believe our energy is finite and will deplete over the day, we limit ourselves. However, if we see our capacity for creativity and action as boundless, we tap into a wellspring of potential.

When given the chance to rethink their roles, employees rarely opt for "more of the same." This insight underscores the need for a new approach to job design—one that empowers employees to take an active role in crafting their work.

Crafting Work Relationships

Once we’ve redefined our roles and identified opportunities for growth, the next step is to rethink our work relationships. This involves looking at colleagues and leaders not just as teammates, but as partners in our development. By analyzing who can support us in achieving our goals, we foster a culture of complementarity and cooperation.

When employees and leaders collaborate on redefining roles, a virtuous cycle of innovation and support emerges. This collaboration leads to new ways of working that are more aligned with present and future needs, ultimately driving action and results.

The Impact: Meaning, Well-Being, and Results

Expanding the meaning of work is perhaps the most profound benefit of Job Crafting. When employees can express their identity through their work and form genuine, positive connections with their colleagues, the result is a deeper sense of purpose.

This connection between meaning and work enhances engagement, improves well-being, and boosts productivity. By reevaluating tasks, reallocating energy, and strengthening relationships, employees create a more fulfilling and efficient work environment.

Through the lens of Job Crafting, we see that the art of the possible is not just a concept—it’s a way of working. It’s about aligning personal strengths and interests with organizational goals, fostering collaboration, and continuously redefining what’s possible.

When we embrace this untagged approach, we not only adapt to change—we thrive in it, turning uncertainty into opportunity and creating a future that is both meaningful and sustainable.