Quick look: On the latest episode of FutureCurrent, OCDE senior advisor of district relations and former Irvine Unified Superintendent Terry Walker discusses the adaptability quotient and the lessons it can teach individuals and leaders about embracing change for long-term success.
Difficult days, unexpected setbacks and changing circumstances are inevitable — how people respond to those moments can make a difference.
For former Irvine Unified School District superintendent Terry Walker, that means embracing the adaptability quotient: a mindset centered on learning from experience, preparing for change and moving forward rather than getting stuck in what went wrong.
In the latest episode of OCDE’s FutureCurrent podcast, Walker — now senior advisor of district relations at the Orange County Department of Education — joined Orange County Superintendent of Schools Dr. Stefan Bean and educator Lainie Rowell to discuss how adaptability can help people and organizations navigate uncertainty, learn from setbacks and become more effective leaders.
Before becoming an educator, Walker worked in the corporate sector, where he first encountered fresh ideas to help people work more effectively and bring out the best in others. He later carried those lessons into his career in public education, beginning to incorporate the adaptability quotient into his work almost a decade ago.
Walker served as Irvine Unified’s superintendent from 2011 until his retirement in January 2025. During his tenure, the district served more than 38,000 students and continually built its reputation as one of California’s highest-performing school districts.
Throughout his career, Walker saw adaptability as a complementary concept to emotional intelligence and resilience. While resilience helps people recover from adversity, he views the adaptability quotient as a way to prepare for change before a setback occurs.
He uses a framework that divides the days up into thirds: roughly one-third of days will be great, another third will be just OK, and the remaining third may bring frustration or disappointment. The point is to develop realistic expectations so that challenges feel less surprising and easier to navigate.
That perspective became especially relevant during the COVID-19 pandemic, when Walker and his colleagues in Irvine Unified had to respond to constant change. Instead of becoming consumed by each new development, he encouraged staff members to recognize that change was inevitable and focus on how to respond.
“When you set the expectation that those days do arrive — the flat tire does happen, the argument does happen, the less than perfect day happens — you’re not so shocked by it, and you just kind of go, ‘OK, it was one of those days,’” Walker said. “And here’s the good news: I know I’m going to have good days ahead, too.”
Learning before and after a challenge
Walker describes the adaptability quotient through four key habits: remaining curious and committed to learn, considering new perspectives, preparing for what may come and reflecting on what has already happened.
That last habit is particularly necessary for individuals and organizations that want to improve, according to Walker. He emphasized that reflection should happen authentically without turning into blaming others. When people slow down long enough to identify what they missed, they can recognize patterns and make better decisions moving forward.
That approach can also benefit students. Walker pointed to the conversations educators and parents can have with young people after a disappointing test or assignment, helping them consider what they might do differently the next time.
Walker also connected adaptability to the importance of looking beyond an immediate problem to consider how it will affect employees long term. A decision that solves one issue may create new challenges elsewhere, making it crucial for leaders to consider the broader ripple effects of creating change.
At OCDE, Walker pointed to the use of key performance indicators as one way Dr. Bean and staff members can assess progress and focus conversations on what their work is intended to accomplish.
Dr. Bean echoed Walker’s sentiments that looking both ahead and behind when navigating change can help leaders anticipate potential obstacles, adjust along the way and evaluating whether their decisions produced the intended results.
FutureCurrent is produced by the Orange County Department of Education and features unscripted, story-driven conversations with educators and community leaders across Orange County. Episodes are available in both audio and video formats on major podcast platforms and YouTube.