MGMA Leaders Conference: Adaptability is key

Amy Lafko, MSPT, MBA, CEO of Carin Consulting Solutions

Speaking to a packed room at the MGMA Leaders Conference in Orlando, Amy M. Lafko, MSPT, MBA, emphasized that the rapid pace of change in health care demands more than new tools or systems.

“The change you’re experiencing today is the slowest pace of change you will ever experience,” she said. “What’s next is coming whether you’re ready or not. It’s flying at us faster and faster.”

Lafko, CEO of Cairn Consulting Solutions, argued that adaptability is a skill — one that can be developed and expanded in individuals and organizations. She noted that LinkedIn named adaptability the “soft skill of the year” in 2024 and cited research ranking it the third most valuable business skill today, behind only artificial intelligence and productive conflict.

The A.C.E. framework

Lafko introduced attendees to what she called the three pillars of adaptability: ability, character and environment. Together, these components form the foundation of what she described as an adaptability quotient (AQ).

• Ability includes learnable skills like grit, resilience and mental flexibility. “Grit isn’t something you either have or don’t,” Lafko said. “Resilience is not fixed. These are learnable skills.”
• Character reflects more stable traits, like whether someone is inclined to “play to win” or “play not to lose.” Recognizing these tendencies, she said, allows leaders to frame change in ways that resonate with their team.
• Environment refers to the culture leaders create. Even highly resilient staff may resist change if the workplace lacks trust, psychological safety and support. “The real challenge with change, with innovation, isn’t the technology,” she said. “It’s the people.”

Mental flexibility and unlearning

One of the most interactive portions of the session centered on mental flexibility — the ability to hold multiple solutions or perspectives at once. Using examples ranging from math problems to patient scheduling, Lafko encouraged participants to practice reframing problems and sourcing input in creative ways.

She also highlighted the importance of unlearning outdated methods. “In order to actually make learning easier, we have to first unlearn something,” Lafko said.

She described working with practices that clung to old data collection processes even after adopting new systems. Without letting go of ineffective habits, she warned, organizations risk stalling

Building adaptable cultures

Lafko urged leaders to take responsibility for shaping environments that encourage adaptability. That means prioritizing psychological safety, building trust and celebrating both successes and lessons from failures.

“So much of the environment components are related to trust,” she said. “You shape the environment, which shapes whether or not the people who are adaptable actually want to adapt.”

She closed by reminding attendees that adaptability is not about chasing the next big thing, but about preparing to thrive amid uncertainty. “It’s not just, can we make the change,” Lafko said. “It’s how do we actually thrive in this new environment, instead of just hanging on for dear life.”