Which comes first then, confidence or resilience? Part 1: The Link with Secure Bases “Much of the academic and popular management literature states that for resilience you need confidence: ‘Self confidence is a crucial component of resilience because it creates a forward motion of positivity and optimism.’1 Many resilience evaluation methods use confidence as a survey measure contributing to your output resilience level. The voice of this body of literature
Chapter 1: Extract The Resilience Dynamic®. “Hands up, do any of the following statements resonate with you? Or are they part of your organisation’s culture? Don’t show your emotion unless you’re happy and smiling. Just say everything is ‘fine’. Don’t show you are feeling vulnerable. Don’t show you are stressed. Don’t show you don’t know. Beat yourself up for being so stupid, but only after they have gone. Do show
These results demonstrate a somewhat profound disconnect between what organisations believe are the best strategies to build resilience, and what they are actually doing. In fact, there is a strong suggestion in the results that organisations largely do not know exactly which programmes produce the best results in the cultivation of resilience. Or, that they may in fact be pinning their hopes on initiatives that do little or nothing to
Principle 9: Bypass the cognitive faff People need to talk about resilience. They need to know it goes up and down, even for those with high levels. They need to know how it gets drained day to day. And they need to know the key factors of how to support and extend where resilience is in deficit. Leaders in particular need to be able to match the resilience demand with
Watch Jenny Campbell talk about living intentionally and reflect: what is your intention for yourself?
New Year resolutions and goals. It’s so admirable when folk are making them, driven by them, committing to them and actually achieving them!! As an official ‘middle years’ person (over 50), I no longer set them because they would be the same ones as the previous N years, and why set them if I haven’t been able to achieve them thus far?! Do I aim for nothing new then? No.
Principle 8: Teams make Resilience real The original Resilience Engine research published in 2009 centred on personal resilience. Since 2014 the company has been researching collective resilience for teams and organisations. We know that resilience is your ability to adapt or your capacity for change, no matter the entity. We know that the measure of Organisational Resilience is how much change the organisation can absorb successfully. As you might imagine,
In partnership with the Academy of Executive Coaching, we recently carried out a survey on the demand for resilience in the workplace. With over 200 respondents we think the results are a shock. And so we wanted to share them with you on behalf of your own resilience and that of your clients. To provide a frame for the results of the survey, we will use The Resilience Dynamic®: Many of you
Principle 6: Embrace synergies of Wellbeing and Resilience Organisations are currently feeling the pressure cooker effect of upping the need for performance, reducing headcount and cost, layered up with worrying about the wellbeing of their employees. The Resilience Engine sees a shift towards coping and indeed not coping – and these levels of resilience don’t bring about change or high performance. Wellbeing initiatives of gyms, healthy eating, even mindfulness
Ever find with your clients that their inspiration has dissipated somehow? Hidden because of the busyness of their world? What about your own inspiration? Can you get hold of it quickly whenever you need that extra oomph in your day? The power of inspiration is phenomenal. And being able to get hold of it – whenever,wherever – is also phenomenal, and part of a personal resilience toolkit. People often seek