Psychological Agility is grounded in the understanding that we are often not in control of the many challenges and difficulties we face at work and in life. It is built on the notion that sometimes the best way to manage the ups and downs in life is not to try to change them, or to change ourselves, but to change how we relate to these experiences.
Psychological Agility enables people to respond to disruptions without feeling overwhelmed, allowing them to let go of control strategies, lean into challenges, and sit calmly with discomfort – we call this ‘getting discomfortable’. It also enables people to walk away from a black and white view of their emotional worlds and understand that their uncomfortable emotional experiences are informative, offer the opportunity for development and growth, and can even strengthen their relationships with others.
In this way, responding with Psychological Agility is not about trying to avoid challenging emotions, or always rushing to reduce stress; it involves a recognition that emotions are data points, not directives, and that knowing how to stand back and see our responses more objectively can lead to better decision-making.
Psychological Agility gives people the capacity to respond rather than react to difficult experiences, and this is critical for navigating conflict, maintaining positive interpersonal relationships, and building effective team and organizational cultures. It allows for individuals and teams to adapt quickly and effectively to a changing set of demands. Teams that operate in this way are more efficient and effective, are more innovative and creative, and enjoy a more open and honest culture.
Building the capacity for Psychological Agility also allows people to focus on what matters and to act on their values rather than their emotional impulses. It is not just about asking people to be ‘more resilient’, it’s about equipping people with the capabilities to self-navigate amid difficult and uncertain times.
Researchers have found people with high levels of Psychological Agility (cf. psychological flexibility) were better at managing the stress associated with the pandemic, and psychological qualities of flexibility and agility are frequently identified key leadership skills.