What is the difference between resilience and normal executive coaching? Two main things: Being able to be aware of the client’s resilience defines very clearly their capacity for change. That means it can help you as the coach set expectations for yourself and the client. Given whatever start point the client has, knowing the key things for their resilience needs, for that exact start point, helps sift through the masses of…
Busting The Myths of Resilience Series Myth 3: Confidence is needed for resilience Encouraging self efficacy in the workplace Part 2: Confidence and resilience. Self efficacy In the previous publication, you saw that a resilient way of living and working includes nourishing secure bases. Secure bases drive a deep level of confidence in feeling both safe and inspired to be everything you can be. Secure bases provide the bedrock for…
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…
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…
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,…
Principle 7: No waggy finger! How often can you feel patronised when you attend a conference or workshop, and the presenter doesn’t take into account that you are already knowledgeable about the subject? You might be told you “should” do x-y-z. In fact, our media and social systems do offer the “should” word so often! It seems to happen all the time on the topic of resilience and wellbeing. …
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…
Principle 5: Think both Deep and Fun Leaders in our experience often assume that resilience is all about the deep psychological stuff. Yet this lets them off the hook of responsibility to take practical action, which is most often what is needed. Deep psychological issues may in fact be present. Some of the barriers to resilience are about enabling healthy boundaries. And if a person does not keep healthy…
Organisational resilience is your capacity for change. Principle 4: Account for Different Beginnings One of the most surprising aspects of working in resilience is how often leaders assume they know what their people need. And that they tend towards over simplification with a one-size fits all solution. For resilience, your capacity for change, one size definitely doesn’t fit all, and what your resilience needs is different than your colleague…