^One of the most famous phrases attributed to Albert Einstein is, "The measure of genius is the ability to change." It is more accurate than ever in today's swiftly changing world.

Change is unavoidable, and we must be prepared to navigate it successfully. And, like so many other things, change may travel in both positive and harmful directions. We are practically sure to experience disaster and failure if we fail to manage the stormy seas of change in the proper way.

We will surely grow more clever, insightful, and adaptable as we learn to maneuver through life's changes. To thrive in life and conquer the challenges that come your way, you'll need perception, assessment, and adaptability. When presented with a difference, intelligence is tested by making adjustments and changing subsequent actions accordingly.

When we change, we develop and become wiser in the process. Humans generally thrive on change and expansion, but they might have many inner or outward factors to change.

Trying to maintain everything the same is not only unhealthy but also impossible. You are misinterpreting human traits and thriving if you avoid change.

Adaptability and Workplace

The way we work, live, and interact with one another is changing dramatically. Unprecedented rates of change have emerged from extraordinary technological developments in automation and artificial intelligence, disruptive innovation, and globalisation. As a result, leaders in the business sector are continually rethinking how their companies create value and stay relevant in an unpredictable climate. 

Furthermore, the future of employment is continuously evolving. Technological improvements have decreased the expiry date of staff talents to the point where a typical corporate capability is only relevant for 4.2 years, down from 30 years in 1984. According to the World Economic Forum, 65 per cent of present employment will be obsolete by the time today's primary school students reach the workforce.

What is the adaptability Quotient?

The capacity to decide what is relevant, discard obsolete information, overcome hurdles, and respond to change in real-time is known as the Adaptability Quotient (AQ). Those with a high AQ exhibit the following characteristics:

• Open-mindedness. They actively manage their unconscious prejudices to remain receptive to new ideas.
• They go out of their way to perceive things from other people's viewpoints.
• They place a high value on acquiring new skills and investing in their education to better prepare themselves for an unpredictable future.
  

Adaptable leaders and staff are better suited to meet their company's changing and growing demands – and they're in great demand.

"Adaptability is the quality that distinguishes the survivor from the perished." - Charles Darwin

How can adaptability be developed?

Years of practice responding carefully to problems as they emerge are required for adaptability. You have the power to influence your team and propel your company ahead as a leader. Adaptability, like emotional intelligence, may be increased and enhanced.

• Model the high-AQ behaviour you want your workers to emulate. For example, leaders who adopt the pacesetting leadership style may increase their team's AQ by displaying flexibility and encouraging team members to alter and update their abilities. This will aid in the creation of a stress-resilient and change-adaptive environment.
• Take charge of your educational path. Recognise the importance of continuing your education. Assume responsibility for your education, and you will increase marketability for years to come.
• Decide which positions you want to pursue depending on how much you can learn. Then, make future opportunities to learn critical new skills a priority.

What is agile, and how is it more effective in bringing adaptability to you?

The three pillars of Agile are quality, speed, and value. It encourages people to risk discovering new ideas and developing them with the least amount of danger possible. It's a cycle that starts with an idea and ends with a worthwhile result. It encourages people to take the risk of generating new ideas and developing them with the slightest danger of failure. 

A group of people may work together to develop an idea, correct errors, and make it worthwhile. The possibilities are designed, and duties are shared after the concept is conceived. As a result, more than one team would be working on the idea, each with their skill level in a specific area. If a mistake occurs, only the team assigned to it will reprogram it, saving time and energy for the others.

Three tips to help you develop the mindset to adapt to change: 

Recognise change

One of the most challenging aspects of the process is recognising and embracing change—one of the first things we do as humans are to deny reality. As a result, we frequently ignore the shift to avoid dealing with it, or so we believe. But, on the other hand, denying or postponing this problem may make it worse and more unpleasant than just embracing it from the outset. 

It's critical to acknowledge that change is occurring and to attempt to emotionally and, if possible, physically prepare ourselves for it! Recognising and embracing change is a crucial part of the transformation process.

Maintain a positive attitude

Consider the change in a good light. Rather than focusing solely on the bad, write or speak about why this change could benefit you and any other benefits that may result from it. In times of despair, being optimistic is crucial and an excellent tactic. In any scenario, there are positives, and it is up to you to locate them. 

Ignore your negative feelings about the shift and concentrate on the good, even if only for a short while. This upbeat outlook can assist you in getting through it!

Talk about it

Make a phone call to your best buddy. Speak with a member of your family. Speak with a therapist. It doesn't matter who you talk to, as long as you find someone you can trust and tell them everything. It's critical to express your feelings and discuss them with someone you can trust and rely on. It is a sign of strength, not weakness; to know yourself well enough to recognise that you require support is a sign of strength, not weakness.

This support system may also provide the tools you need to overcome or better adjust to the shift. They can also bring a fresh viewpoint to the problem, which may or may not be beneficial, which is also OK!

Conclusion

Remember, change is unavoidable, and it affects everyone! What distinguishes it is how you respond to the change. And don't be concerned if it takes you longer than someone else; you're all on your road! It takes time to adjust, but if you stay optimistic and open-minded, you will succeed.

^Ever felt like your brain was stuck in a never-ending loop of video meetings, a mind-numbing carousel of screens and voices? You’re not alone. Millions around the world have been in that same sinking boat, trapped in back-to-back video conferences that drain the life out of the workday.

But what if there was science behind this feeling? What if it wasn't just a gut reaction but a measurable response happening inside your brain? 

Microsoft decided to dive into this very question, peeling back the layers of our Zoom-fatigued minds.

With electroencephalogram (EEG) caps and a well-thought-out experimental design, they set out to dissect this modern-day conundrum. And what they found was not just fascinating; it was enlightening.

Welcome to the deep dive into the scientific underbelly of meeting fatigue. 

The Back-to-Back Meeting Phenomenon

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We all felt it: the accumulating stress from one meeting to the next. Microsoft's study, conducted among people participating in video meetings and monitored by electroencephalogram (EEG) equipment, put data into our feelings. As consecutive video meetings increased, so did stress.

“Our research shows breaks are important, not just to make us less exhausted by the end of the day, but to actually improve our ability to focus and engage while in those meetings,” says Michael Bohan, senior director of Microsoft’s Human Factors Engineering group, who oversaw the project.

Microsoft isn't just identifying the problem; they're pointing to an easy remedy: taking a break in between meetings. 

The Science Behind the Break

Work used to be different. A 9-to-5 job, a desk, a chair, and maybe a few office plants. But with the rise of remote work and back-to-back video meetings, the workplace has become a battlefield of cognitive overload and stress. 

Thankfully, science is here to help us understand why a break isn't just nice – it's necessary.

1. Breaks Reset the Brain

Beta waves – those little electrical signals our brains send out – they spike with stress. But when you take a break and perhaps indulge in a bit of meditation, those beta waves calm down.

Imagine your brain as a bustling city. The traffic of thoughts and tasks builds up during meetings. Breaks are like traffic lights, allowing the mind to slow down and the traffic to clear.

2. Meditation Isn’t Just for Monks

Meditation isn't about achieving nirvana; it's about giving your brain a moment to breathe. The Microsoft study showed that when participants meditated during breaks, they could enter the next meeting with a more focused and relaxed mindset.

It's like hitting the refresh button on your brain's browser. Everything loads faster and works better.

3. The Tricky Transition Between Meetings

Switching from one meeting to the next without a break is like trying to change lanes in a speeding car. Stress levels spike, and focus plummets.

The science? Beta wave activity. It jumps when you move between meetings without a break. Add in some meditation, and that spike levels out.

In other words, slow down before you switch lanes.

4. The Ripple Effect of Mindful Breaks

This isn't just about one study or one set of meetings. It's about creating a work culture that respects the brain's need to reset.

The science behind taking breaks goes beyond just reducing stress. It's about promoting a state of mental well-being that can last a lifetime. It's about recognizing that our brains need downtime, just like our bodies.

The results? 

The results were fascinating, with three main takeaways:

The Microsoft study was no mere surface-level glance at meeting fatigue; it was a scientifically rigorous investigation. Let's unpack the takeaways and see how they're backed by the cold, hard data.

1. Breaks Reduce Stress Buildup

Beta waves are like your brain's stress-o-meter. The more they build up, the more stressed you feel.

The Findings: In back-to-back meetings, beta waves increased over time, showing a cumulative buildup of stress. When participants meditated during breaks, beta activity decreased.

The Science Says: Beta waves are linked to anxiety and tension. They build up when we're engaged in tasks that demand concentration and focus. The study's evidence of breaks reducing this beta wave buildup means a real, tangible drop in stress.

2. Breaks Enhance Focus and Engagement

Frontal alpha asymmetry is a fancy term that tells us about engagement. Positive levels mean higher engagement; negative levels mean the opposite.

The Findings: With meditation breaks, the alpha wave levels were positive, showing better engagement. Without breaks, the levels were negative, indicating less engagement.

The Science Says: Alpha waves are associated with relaxed alertness. Meditation, even short breaks, has been shown to increase alpha waves, enhancing focus and creativity. This study provided real-world evidence of this effect in a business setting.

3. Transitions Between Meetings Spike Stress

Remember those beta waves? They also spike during transitions between calls. They're like the stress ripples in your brain, rising with each change.

The Findings: Researchers noticed that beta wave activity jumped sharply when transitioning between calls without breaks. With meditation breaks, the increase dropped.

The Science Says: This observation points to the stress induced by constantly shifting gears. Beta wave spikes during transitions align with what's known about multitasking's stressful effects on the brain. Breaks reduce this "gear-shifting" stress, leading to a more balanced mental state.

A Simpler, Smarter Way to Work

The evidence is in, and the verdict is clear: more breaks equal less stress and more productivity. It's time for a meeting revolution. With tech giants like Microsoft leading the way, the future of work looks more balanced, more focused, and more humane.

It's not just about surviving those meeting marathons anymore; it's about thriving in them. Try the change, redefine the norm, and discover a simpler, smarter way to work.