Isadora Euzebio · November 25, 2025
When people talk about qualities that help founders succeed, they often focus on persistence, creativity, or risk tolerance. But across many studies in psychology and leadership research, one skill stands out as a consistent predictor of strong performance under pressure: psychological flexibility.
Psychological flexibility comes from decades of behavioural science, especially research in Acceptance and Commitment Therapy (ACT) [1, 2]. In that work, people with higher flexibility handle stress more effectively, make clearer decisions, and stay grounded when things don’t go according to plan.
Leadership studies also show similar patterns. Leaders who adjust quickly tend to guide teams more successfully in uncertain environments [3]. For founders, this skill matters because startups rarely follow a straightforward path. Markets move, assumptions fall apart, and new information appears at the worst possible time. Psychological flexibility helps founders respond to these moments without getting stuck.
What Psychological Flexibility Means
In psychological research, flexibility refers to the ability to stay aware of what is happening in the present moment, step back from unhelpful thoughts, and choose actions that match long-term goals rather than short-term emotional reactions [1]. For founders, flexibility often shows up in small ways. When new data challenges an early belief, flexible founders are willing to update their understanding. When a launch underperforms, they focus on what the outcome reveals rather than what it says about them personally. This ability to pause, think, and adjust supports clearer decision-making. Research shows that people who can “defuse” from their thoughts experience less emotional reactivity and make more balanced choices [4].
Why Flexibility Matters in Startups
We know startups move quickly. A feature or a lead might look promising one week and fall flat the next. Funding may shift. A competitor may enter the market unexpectedly. Founders who react rigidly often treat these moments as crises. They cling to old assumptions or overcorrect when things feel uncertain.
Founders with psychological flexibility take the information as it comes and respond based on what the moment actually requires. This connects with research on learning and effort. Studies on mindsets show that people who treat setbacks as simply 'new information' tend to stay more curious and persistent [5]. In early-stage companies, where progress comes through repeated iteration, this mindset makes a meaningful difference.
The Role of Flexibility in Leadership
Psychological flexibility also shapes how founders lead. Leadership research shows that adaptable leaders create healthier, more engaged teams [3]. When leaders respond rigidly, teams become careful. People hesitate to propose ideas, and shared learning slows down. Flexible leaders will communicate clearly when things are uncertain. They talk through their decisions openly, rather than hiding their doubts. They treat mistakes as part of the process. Over time, this builds trust and reduces burnout, which are two factors that matter a lot during rapid growth.
Flexibility Supports Creativity
Creativity requires the ability to look at a problem from different angles. Research shows that cognitive flexibility helps people generate more original solutions, especially when emotions are involved [6], which is often the case in startups where the leader was also the person who idealized the project.
Psychologically flexible founders are less attached to a single version of the product or business model. They are open to reframing a problem, changing the story, adjusting pricing, or testing a new approach. Because they are not defending an old idea, they notice useful patterns sooner and react to them more effectively.
What Flexibility Looks Like in Daily Work
Flexibility is subtle in practice. It looks like a founder who receives disappointing feedback from an investor and uses it to refine the pitch instead of questioning their entire direction. It looks like a product team reviewing a failed experiment with curiosity instead of blame. It can also look like a CEO saying, “I’m not sure yet, but here’s how we’ll try to find out.” These small habits keep momentum alive and prevent emotional blocks from slowing the team down.
Can Psychological Flexibility Be Learned?
Yes. Research shows this skill is highly trainable. One approach comes from cognitive defusion, a technique in ACT that helps people notice thoughts without automatically accepting them as truth. Simply shifting from “This will never work” to “I’m having the thought that this will never work” creates enough distance for clearer thinking [4]. Another part involves acting based on values instead of waiting for complete certainty. Values like honesty, curiosity, or user-focus provide a steady anchor even when outcomes are still forming. Regular experimentation also builds flexibility. Small, fast tests turn uncertainty into something manageable. Weekly reflections, such as asking “What changed?” or “What did we learn?”, can help teams stay adaptive.
Why UCS Emphasizes This Skill
UCS supports founders with incorporation, funding strategy, IP, and market entry. But the founders who benefit most are the ones who treat each step as part of a longer learning process. Our programs naturally reinforce flexibility through rapid mentor feedback, real-world testing, and structured opportunities to adjust plans before entering larger markets. Founders who develop psychological flexibility navigate uncertainty with more confidence because they do not expect the path to be perfect. They expect it to change, and they learn to respond in a calmer, more intentional way.
The Takeaway
Psychological flexibility is supported by strong research. It shapes how founders interpret challenges, learn from users, lead teams, and adapt to shifting conditions. In an environment where markets and technologies move quickly, this skill becomes one of the most practical advantages a founder can build. Founders who stay flexible respond to the world as it is, not as they hoped it would be, and that difference compounds over time.
References
- Hayes SC, Strosahl KD, Wilson KG. Acceptance and Commitment Therapy: The Process and Practice of Mindful Change. 2nd ed. Guilford Press; 2011.
- Kashdan TB, Rottenberg J. Psychological flexibility as a fundamental aspect of health. Clin Psychol Rev. 2010;30(7):865-878.
- Yukl G, Mahsud R. Why flexible and adaptive leadership is essential. Consulting Psychol J: Practice & Research. 2010;62(2):81-93.
- Masuda A, Twohig MP, Stormo AR, Feinstein AB, Chou Y-Y, Wendell JW. The effects of cognitive defusion and thought distraction on emotional discomfort and believability of negative self-referential thoughts. J Behav Ther Exp Psychiatry. 2010;41(1):11-17.
- Dweck CS. Mindset: The New Psychology of Success. 1st ed. Random House; 2006.
- Lin WL, Tsai P-H, Lin H-Y, Chen H-C. How does emotion influence different creative performances? The mediating role of cognitive flexibility. Cogn Emotion. 2014;28(5):834-844.