I’ve always believed that managing people well means managing them differently. From early on in my leadership journey, it was clear to me that what motivates one person might overwhelm another. Some people need coaching and space to reflect. Others respond best to clear directives and swift decisions. So, like a chameleon, I’ve learned to adjust by shifting my style to bring out the best in each individual.

Of course, adapting your management style isn’t as simple as flipping a switch. It takes observation, intention, and a fair amount of self-awareness. The challenge isn’t just finding the right approach, it’s recognizing when your own reactions are getting in the way.

I once had an IT director who had a habit of stating his opinions as if they were immutable facts. Every time he’d say, “That’s just not how it works,” my defenses would go up. I’d feel the urge to correct him—not gently, but forcefully. More than once, our conversations escalated into full-blown shouting matches. It wasn’t productive, and it certainly wasn’t who I wanted to be as a leader.

I came to realize that I was contributing just as much to the dynamic as he was. I needed to stop reacting and start reflecting. I initiated a conversation where I described the cycle we were in, acknowledged my role in it, and explained how I planned to change my approach. That helped to shift our relationship. It didn’t magically make things better, but it created space for both of us to be more intentional.

Even though managers hold more power in the work dynamic, it takes two to build a healthy working relationship. We have to give ourselves permission to be wrong, to reset, and to keep learning. Adaptability isn’t weakness, it’s a leadership muscle. One that helps us lead with clarity, care, and intention.

Being a chameleon isn’t about being inauthentic. It’s about staying grounded in your values while meeting people where they are. It’s how we create the conditions for others to do their best work and for us to lead with intention, rather than ego.