Tom Fried­man, the New York Times colum­nist and author, believes the rate of change has become so rapid that it now out­paces our cur­rent abil­i­ty to adapt.

In order to man­age dur­ing this dis­ori­ent­ing insta­bil­i­ty lead­ers need to learn faster and bet­ter. Just how do lead­ers accel­er­ate their learn­ing power?

Here are nine prac­tices based on nine learn­ing styles described in How You Learn Is How You Live: Using Nine Ways of Learn­ing To Trans­form Your Life, that you can use imme­di­ate­ly to improve your learning—and lead­ing– power:

  1. Be mind­ful. If you’re going through life on autopi­lot, new expe­ri­ences lack mean­ing. It’s not expe­ri­ence, but expe­ri­enc­ing that is the source of learn­ing. Because of habits and stereo­types, you may live through many expe­ri­ences with­out actu­al­ly expe­ri­enc­ing them. Over­come habit­u­al think­ing and pay atten­tion to expe­ri­ences in a par­tic­u­lar way in order to be present and non-judg­men­tal in the moment. Ask, “Am I involved and engaged in the present moment?
  2. Imag­ine new pos­si­bil­i­ties. Be curi­ous about what “might be” by imag­in­ing new pos­si­bil­i­ties and seek­ing oth­ers’ opin­ions. Instead of judg­ing imme­di­ate­ly or assum­ing the sta­tus quo is the good enough, seek diver­si­ty to spark some new ideas. Ask, “What infor­ma­tion will help me be cre­ative in my approach?’
  3. Pause to reflect. By push­ing the pause but­ton even when sit­u­a­tions seem urgent, you will be able to make sense of sit­u­a­tions, con­sid­er many per­spec­tives, and deter­mine the best action to take. Instead of rush­ing to action or assum­ing that you have the full pic­ture, allow ade­quate time to reflect. This will help you to become pur­pose­ful instead of just busy, ensur­ing you are aim­ing at the right tar­get. Ask, “Have I observed and deliberated?”
  4. Orga­nize your thoughts and envi­ron­ment. By mak­ing sure that you have some struc­ture in all parts of your life—scheduling time, fol­low­ing process­es at work, even keep­ing your envi­ron­ment orderly—you’ll be able to focus on the details that mat­ter. Instead of liv­ing life on the fly, add some struc­ture. Para­dox­i­cal­ly, it will help you to be more flex­i­ble when you want to be. Ask, “Have I cre­at­ed the struc­tures that sup­port me?”
  5. Be a healthy skep­tic. Focus on facts and make an inde­pen­dent judg­ment before being caught up in the excite­ment of those around you. Look for the prob­lems that oth­ers may not see. Instead of get­ting caught up in the emo­tions of a sit­u­a­tion, step back to exam­ine the evi­dence. By hav­ing a firm grip of the facts, you’ll be able to com­mu­ni­cate log­i­cal­ly and ratio­nal­ly. . Ask, “What does the evi­dence show?”
  6. Com­mit to achiev­ing prac­ti­cal results. Once you’ve con­sid­ered all options and exam­ined the facts, decide on a goal that will yield prac­ti­cal results. Cre­ate a clear pic­ture of what suc­cess looks like, and then make sure you’re mak­ing progress toward the fin­ish line. Instead of con­stant­ly allow­ing new ideas to sway you, com­mit to fin­ish­ing one thing well before you move on to the next oppor­tu­ni­ty. Ask, “Have I com­mit­ted to a goal?”
  7. Get things done on time. Make progress toward your goals, even when you have lim­it­ed resources. Instead of being par­a­lyzed by per­fec­tion­ism, nudge your­self to act with inten­tion to exe­cute your plan. Ask, “Am I able to find ways to make things happen?”
  8. Tap your courage to seize the moment. When you see a new oppor­tu­ni­ty, grab the chance. Instead of hold­ing back because you aren’t sure of the out­come, lis­ten to your intu­ition and take some cal­cu­lat­ed risks when you sense upside gain. Ask, “Do I seize new opportunities?”
  9. Be adapt­able enough to piv­ot. Rec­og­nize that at times you need to adapt to shift­ing pri­or­i­ties. Look for blind spots in the whole sit­u­a­tion and gaps in your approach. Instead of going to the extremes to car­ry out a rigid plan when it doesn’t serve you well, be adap­tive when the sit­u­a­tion calls for it. Ask, “Do I adapt when pri­or­i­ties shift?”

These nine prac­tices are asso­ci­at­ed with nine styles that we’ll present in the upcom­ing months. When you can flex­i­bly use them togeth­er, allow­ing one to enhance anoth­er, you are cre­at­ing your own accel­er­at­ing forces that increase your lead­er­ship effec­tive­ness in any situation.

Kay Peter­son is a Founder and Direc­tor of the Insti­tute for Expe­ri­en­tial Learn­ing. She is an exec­u­tive coach, orga­ni­za­tion­al devel­op­ment con­sul­tant and co-author with David A. Kolb of How You Learn Is How You Live: Using Nine Ways of Learn­ing to Trans­form Your Life.