Most of us build our careers on our strengths. We discover what we’re good at. We get recognized for it. Promoted because of it. Trusted because of it. And so our strengths become even sharper: the strategic leader becomes even more strategic. The relationship-builder becomes even more relational. The decisive leader becomes even more decisive. This is a natural process of amplification of the good.
Over time, these strengths become part of our identity. They are not just things we do; they become who we are.
But that’s also a problem, because leadership doesn’t happen in a stable environment. Contexts change. Teams change. Organizations change. The demands of the moment change.
Yet most of us continue reaching for the same tools that made us successful in the first place.
It’s understandable. Human beings are drawn toward what is familiar. We like certainty. We like competence. We like the parts of ourselves that are praised and rewarded.
But leadership requires fluidity, or what we call in our program, range. Range is the ability to shift your approach based on what the situation requires. It doesn’t mean being authentic, or just adapting or playing a role. It means you’re paying attention to what the moment requires.
Yet range can feel unnatural. We’ve been taught that consistency is a virtue. That having a clear style is a virtue. That people should always know what to expect from us.
But consistency can become rigidity. It can make us fragile, because we lack the skills and tools to meet the changing conditions. The leader who always seeks consensus struggles when decisive action is required. The leader who always takes charge struggles when collaboration is required. The leader who always relies on expertise struggles when inspiration is required. The very qualities that created success in one context become liabilities in another.
The funny thing is that while we double down on our strengths, we intuitively judge others on their range. We’ve all watched– and judged–the leader who failed to meet the moment. Who said something clunky and awkward at a press conference. Who delivered a cold analysis of corporate strategy when people needed reassurance. Who waffled indecisively when firm and quick decisions were needed. Who looked wooden and unnatural in front of the cameras.
The fact is, we’re constantly assessing our leaders on their range: Can she handle the board? Can he lead through a crisis? Can she inspire a large audience? Can he navigate conflict? Can she manage uncertainty? Can they bring what the situation needs?
The leaders who leave the strongest impression are the ones who can consistently meet the moment.
This is the deeper work of leadership. Instead of asking, “How can I be myself in this situation?” we begin asking, “What does this situation need from me?” The focus shifts away from self-expression and toward service.
This is an incredibly difficult shift to make. Because when we’re under pressure, we tend to do the opposite. When we’re anxious, uncertain, or afraid, we retreat into what feels safe. We double down on familiar strengths. We become more controlling, more cautious, more analytical, more accommodating—whatever has historically protected us.
The problem is that pressure often demands the very capabilities that lie outside our comfort zone. The moments that matter most are often the moments that ask us to become more than our preferred style. Developing range isn’t about becoming someone else. It’s about expanding who you’re capable of being in service of the moment. That’s why developing range is not just a professional challenge, but a human one.
In our upcoming webinar, we’ll take a deeper look at the concept of range, explore why it becomes increasingly important as leaders advance, and discuss practical ways to build the flexibility that today’s leadership challenges demand.
We hope you’ll join us.
Learn more about the webinar and reserve your spot here.