INTHEBLACK April 2026 - Magazine - Page 58
restructuring,
digitalisation, shifting
strategy or lifting
performance — are
inevitably asking
people to give
something up,” she
says. “Engaging in
this work requires
the ability to step
with confidence into
areas where you are
going to be facing
loss or inflicting loss
on others.”
WORK SMART
WHY IT MATTERS
Finance professionals are often celebrated
for their precision, analytical rigour and mastery
of rule-based processes. These are invaluable skills
when tackling challenges with known solutions,
clear methodologies and predictable outcomes.
In contrast, Althaus says, adaptive problems are
systemic, complex and often ambiguous.
“In adaptive challenges, we often do not even
know what the problem is, let alone how to solve
it,” she explains. “For technical problems, you issue
a command, allocate resources and get it done.
Adaptive challenges require a different approach.”
One example of an adaptive challenge is
cultural transformation. “You cannot just make
an organisation’s culture better overnight. It is
systemic, uncontrollable and complex — a true
adaptive challenge where leadership matters and
everyone is involved.”
AQ is about figuring out “what to do when we
do not know what to do”. For finance professionals,
this means leveraging analytical skills to diagnose
complex, systemic challenges that resist
straightforward solutions.
“Accountants have a crucial role to play in
helping the system recognise what’s working
well and what may need attention,” Althaus says.
is about becoming aware of these tendencies
and consciously choosing to approach situations
with curiosity and flexibility,” she says.
Creating an environment that fosters AQ requires
several key factors.
First, psychological safety is essential. Employees
must feel safe to take risks and experiment.
Second, organisations must create an
environment with enough discomfort to stretch
individuals and stimulate learning, but not so
much that it overwhelms or disengages them,
suggests Althaus.
“We call it the ‘productive zone of disequilibrium’,”
she explains. “It is about creating just enough
heat to engage and motivate people without
overwhelming them. It is about reading yourself,
your team and your organisation to find the
‘sweet spot’ where growth happens, then knowing
when to cool things down.”
Third, structured reflection is vital. Setting
aside deliberate time for debriefing, feedback
and reflection ensures learning is embedded
and informs future decisions.
“AQ absolutely shifts decision-making, but it
also requires teams to create a reflective space
with feedback loops to assess what worked and
what did not. Rather than reacting immediately
to every situation, this approach supports more
thoughtful decision-making under pressure,”
says McEwen.
The final factor is external awareness. Adaptable
organisations maintain a strong external radar,
encouraging teams to connect with professional
networks, industry groups and peers.
“Ultimately, this is a group effort. We rely on
each other to navigate these challenges
effectively,” says Althaus. “Everyone is part of
both the problem and the solution, which is both
a comfort and a challenge.” ●
FOSTERING AQ
Cultivating AQ starts with the individual,
advises McEwen. She suggests beginning
by understanding risk tolerance and fixed
thinking patterns, such as denial or blame.
“The first step is recognising these patterns
in yourself and moving toward flexible thinking,
seeing the world in shades of grey instead
of black and white. Developing adaptability
58 INTHEBLACK APRIL 2026 SPECIAL EDITION
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