One can say that the business world is in a state of upheaval. Market volatility, constantly shifting consumer behaviors, and technological disruptions have created an uncertain landscape. Organizations are forced to rethink their strategies, and leaders are tasked to navigate a future almost impossible to predict. Mark L. Vincent, Ph.D., EPC, a veteran in process consulting with over three decades of experience, believes that the key to thriving in such an environment is cultivating adaptive leadership.\
Dr. Vincent is a respected Executive Process Consultant and (meta) Systems Convener who partners with accomplished leaders to shape their businesses’ future. He has earned a reputation for his unique approach to guiding clients through a structured process of action, adaptation, and discovery.
The industry expert founded Design Group International, which cultivates process consulting methodologies. In addition, he helped establish the Society for Process Consulting and the Maestro-level leaders program, which develops high-level executive talent. As a partner with Mygrow, an emotional intelligence development company, he continues to contribute to leadership growth globally.
Dr. Vincent acknowledges that the modern business landscape remains volatile, uncertain, complex, and ambiguous (VUCA). The pace of change is accelerating, which means the traditional playbook executive leadership uses is no longer sufficient. Organizations have no choice but to pivot rapidly in response to global economic shifts, industry-wide disruptions, or unforeseen crises.
Some leaders attempt to maintain rigid control or return to a past “normal,” finding themselves out of sync with reality. “The idea that we can ‘get back to normal’ is a myth. We live in a VUCA world, and it’s not going to change. Life is always in transition, and leadership is about navigating that and not resisting it,” Dr. Vincent remarks.
Still, many executives crave a quick face when facing numerous changes. They want clear, immediate answers or solutions that will restore their sense of control. This is understandable, given that businesses operate on deadlines, shareholders expect results, and the pressure to perform is intense. Traditional consulting is in high demand as a result.
Traditional consultants are subject matter experts who provide specialized knowledge and recommendations. They analyze a situation, diagnose the problem, and prescribe a course of action. This approach is valuable in certain contexts and ineffective in evolving situations where there’s no single right answer.
Dr. Vincent shares the differentiation of process consulting in retrospect. “In traditional consulting, the expert is a vendor of knowledge. They tell you what they know and try to sell you on that expertise. If their initial solution doesn’t fit, they might start asking questions. With process consulting, we begin with questions. We assume we don’t exactly know what’s needed, and neither does the client—or at least not yet. We discover the path forward together,” the succession process consultant explains.
Essentially, process consulting fosters adaptive leadership by shifting the focus from rigid expertise to dynamic problem-solving. Process consultants help leaders develop a structured way of thinking allowing them to assess, adjust, and move forward instead of prescribing a single solution.
“Helping a project manager, an executive, or a facilitator learn to lead with questions slows down the mental process—not just for them, but for everyone involved,” Dr. Vincent says. “Once you have a method—asking ‘Why? Who? What? When? Where? How?’—you create a framework for exploration. You establish the mission, identify obstacles, define roles, and determine success criteria. This framework doesn’t provide a fixed answer. It shows an adaptive way forward.”
Leaders begin to trust the process rather than seek immediate solutions when they embed this mindset into their organization’s culture. They learn to iterate, refine, and adjust their approach based on real-world feedback. This builds a resilient organization capable of thriving in uncertainty.
Dr. Vincent emphasizes that a broader shift in leadership culture is needed for process consulting to be truly effective. What does this mean? Organizations must move away from the expectation that leadership means having all the answers and think of it as a means to create an environment where the right answers can emerge. The seasoned professional understands that this entails trust not only in the process but in the people involved. Hence, leaders must also develop emotional intelligence, listen actively, and create collaborative environments where diverse perspectives shape the decision-making process.
The impact of process consulting is massive, as attested by organizations that sought it. Dr. Vincent shares the story of a major humanitarian leadership initiative that recently adopted process consulting methodologies to improve how they work with local organizations in crisis zones. “They’re now facilitating collaborative decision-making with local partners, government agencies, and NGOs instead of imposing top-down solutions,” he supplies.
Process consulting paves the way for a culture of adaptive leadership. Experts like Dr. Mark. L Vincent help organizations shift away from outdated approaches and develop the capacity to thrive in a VUCA world. He remarks: “If you’re a good surfer, you ride the waves. You don’t get knocked over by them, and you certainly don’t try to stop them. The waves aren’t going to stop. Leadership works the same way. You have to read the currents, balance yourself, and adapt in real-time. Adaptive leadership is the ability to surf rather than be swept away.”
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