Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
Managers used to be trained to plan everything out. But these days, plans change fast.
They were taught to clearly define roles and responsibilities, but AI and new tools are reshaping how work gets done and making traditional roles feel outdated.
And they were taught to monitor every metric and follow rigid rules…as if more control would help teams navigate disruption.
What they weren’t taught? How to lead with flexibility.
And now, clinging to those old habits of control is exactly what’s holding teams back.
Economist Ingrid Haegele found that it’s not company policy blocking agility; it’s managers. About 75% of them were hoarding talent, discouraging top performers from moving internally to protect their team’s performance. But once those managers left or incentives shifted, internal job applications jumped by 120%.
It’s time to rethink leadership. Flexibility is the foundation for leading well, every day, across every part of work. These are the six types of flexibility managers need to learn.
1. Structural Flexibility: Let Teams Flow
Business moves fast. Teams need to move faster. Structural flexibility means having systems and tools in place that let you break down and rebuild teams quickly, so the right people are focused on the right work at the right time.
You’ve got it if you can spin up a team around a new challenge without waiting for an official reorg — and if people can contribute to projects across departments, even if headcount rules say otherwise.
2. Managerial Flexibility: Trust People to Act
Managers on the ground are the real difference-makers. They need to make quick calls, guide their teams, and bring clarity during chaos. That takes trust: giving them the tools, authority, and confidence to act without waiting for a green light from above.
Think of the manager who doesn’t wait on formal approvals but adjusts shifts or schedules to meet both the team’s workload and people’s real-life needs.
3. Time and Place Flexibility: Move Past “Remote vs. Office”
A lot of hybrid workplaces still see flexibility as a simple choice between remote or in-office. But real flexibility means focusing on outcomes, not hours, and supporting collaboration whether everyone’s online at the same time or not.
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You’re stuck if you’re turning away great candidates because they don’t live near your office. But you’re thriving if your teams are using async tools, like shared boards, video updates, and flexible meetings, to stay in sync without being glued to the same clock.
4. Tech Flexibility: Let Tools Free Up Time
Tech should help people, not replace them. The idea is to enhance productivity by reducing daily friction, allowing teams to focus on what truly matters.
Look to your early adopters. The ones exploring AI and smart tools? They’re already showing others how to work faster, with less stress, and more impact.
5. Personalized Flexibility: Lead the Human, Not the Role
Everyone’s dealing with different stuff. Personalized flexibility means adjusting your leadership to fit the person, not just the job. It’s about understanding what each team member needs to do their best work and supporting them in a way that actually makes a difference.
This is the manager who doesn’t hide behind blanket policies but tweaks workloads, supports learning paths, and helps people work where they thrive — all while keeping performance and well-being strong.
6. Individual Flexibility: Let Life Lead
Here’s the truth: when work and life clash, life always wins. The best managers know that and lead in a way that prevents the clash from happening at all.
That means giving people the freedom to manage how, when, and where they work so they can stay energized, resilient, and ready to deliver.
It’s the employee who gets a learning budget and decides how to use it. Or the one who’s trusted to work differently during a personal crisis — no micromanaging, just support. That’s the kind of flexibility that builds real trust and long-term commitment.
Leading with flexibility doesn’t mean lowering expectations. It means raising your game, because the future of work should be about helping your team stretch, adapt, and stay strong.
