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Encouraging self efficacy in the workplace

Encouraging self efficacy in the workplace, jenny campbell, workplace, resilience, wellbeing, staff wellbeing, self-efficacy

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 being able to innovate and experiment, encouraging both security and growth at the same time. An amazing combination. 

They also provide the gateway to enabling voice, diversity and inclusion in the workplace, collaboration, good leadership as well as innovation and change. One part of creating a resilient culture then is to foster secure based leadership. (Reference George Kohlrieser, Care To Dare).

The other type of confidence that is of critical importance within organisations is the knowledge that you can execute a task or deliver on a particular project or get through the challenges ahead. It’s going further than secure bases, but activating these together with a set of skills and attitudes. It’s all the skills of resilience, such as combining both independence and dependence, or fostering both pragmatism and optimism and being able to choose which you draw on in any situation or moment. 

This layering up from secure bases gives rise to self-efficacy, which is itself an outcome of resilience.

 

Resilience and Confidence, “The Generative Loop”

Alfred Bandura, the originator of the theoretical construct of self-efficacy, describes those with ‘self-efficacy as people with high assurance in their capabilities who approach difficult tasks as challenges to be mastered rather than as threats to be avoided.’ 1

He also says that the most effective way of creating a strong sense of efficacy is through what he describes as ‘mastery’ experiences. It means shooting for targets that are stretching and achievable. 

Another element is that mastery must be modelled by others, especially leadership. And those modelling must be perceived as similar to those they lead; the distant can’t be too far otherwise the leaders create a ‘them and us’ situation. Again part of resilience is being able to fully embrace your own power, whilst remaining humble. 

To even think about creating the conditions for ‘mastery’ can be daunting for some. For those leaders who are exhausting themselves through overcommitting or doing something they don’t find energising, what room is there for feeling masterful about anything? 

It all demands proactive investment in resilience. Building resilience across an organisation can be a very pragmatic process but it does take quality thinking and quality time. This is part of The Resilience Way, exemplified in the book The Resilience Dynamic®.

If you would like to know more about how The Resilience Engine is helping organisations build a resilience culture, please get in touch.

 

References: Hughes, R., Kinder, A. & Cooper, C. L. The Wellbeing Workout. (2018). doi:10.1007/978-3-319-92552-3

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The 10 Principles

Is resilience on the side?

In the Resilience Engine’s experience, our clients and colleagues want to have both wellbeing and performance. Both, without compromising one or the other.

What their experience is however, in pretty much every domain in their life, especially in work, is that you get wellbeing versus performance. One is countering the other. There’s a tension, even a fight going between the two.

It’s so normal our clients don’t notice it. So they don’t expect anything else. Much of the evidence of their life illustrates this tension, and they just are trying to navigate the lines in between, as best as they can.

Is this you? Your team? Your organisation?

Like the national financial services organisation which requires a year of long, long hours to prove you are worthy of a senior management position. Or the millennials whose expectation is not to work the long hours leaving the organisation dismayed at their lack of drive. Or the parent juggling between career and family, who puts aside their own fitness and hobbies because there’s no time for either.

You may indeed be creating the conditions for this tension, this either – or you may be operating from a confirmation bias that this tension, this fight, is the only way. So you neither negate it, nor set up the conditions for you to live differently.

What evidence would you need to change? For change you can. For yourself, your team, your organisation. You can learn resilience.

Resilience brings about both wellbeing and high performance, without compromise. You can have both. Resilience is your ability to adapt, and to learn it means embracing beliefs, skills, attitudes and a day to day practice. This integrates your ability to be present, your energy, your learning capability and the meaning in life that you draw on for your motivation. Resilience needs other things too but these are the biggies.

Getting to that integration isn’t complicated. It just takes giving it a go- and keeping it up. The Resilience Engine witnesses how complicated it is on one side of a resilience ‘gateway’ and how simple it is once you pass through. You can feel at ease and perform exceptionally on the other side.

But it won’t happen if you park resilience on the sidelines.

You need to bring resilience centre stage.

To discover more about how you can invest in your resilience, click here.

Author: Jenny Campbell, CEO of The Resilience Engine

 
 
 
 
 

Principle 10: Model It!

Principle 10, enabling resilience, resilience engine, jenny campbell

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 promote true resilience.
Penna Organisational Resilience Survey June 2018
Data from 700 senior HR professionals in 7 European countries

Model resilience, your capacity for change. That means investing in it, talking about the up’s and down’s of it, putting a personal stamp to it. It might all seem really obvious, after all, it’s what leaders are asked to do all the time about all sorts of thing –brand values, people processes, how to manage clients, the way things are done around here, managing change. It’s all about walking the talk, showing that you mean what you say.

But many leaders don’t manage it. Why? Two key reasons:

  1. The leader does not have enough capacity to make the changes within their own area.AND/OR
  2. The change – the resilience demand – is anti-cultural. If it’s embraced, it will mean the leader will stand out as going against the grain. Exposure. It’s a very demanding scenario from a resilience point of view.

Because leaders, like their employees, when forced to be vulnerable also feel powerless
Glenn Llopis
Forbes, May 16th 2017

Both reasons are where the resilience demand of the situation is greater than the current resilience levels of the leader. If the leader doesn’t act fully on the change, it ends up looking like lip service. And that of course blows the change out of the water; people smell a rat.

Here’s the nub of making difficult changes. If the leader sees themselves as a credible carrier of this new change, plus has invested in their capacity for change, they will enact on it. If they don’t see themselves as credible, they will worry about how others will see them and do nothing or very little. It’s really all about the leader’s confidence in their own value within the organisation.

Since confidence is an outcome of resilience, it comes down to this: the resilience gap in the situation can be filled if the leader invests for real in their own resilience. So I am not talking about modelling as in a fashion model putting on a superb new coat. No! Modelling resilience is about living and breathing it. It  doesn’t mean lying on the psychologist’s bed talking about your upbringing but it does mean  means a deliberate investment into your energies, purpose, and attitudes and skills that enable you to be the most adaptable. We call it your Resilience Engine®.

We would be delighted to discuss more about we can help you get it right for the resilience and wellbeing of your people and organisation.  Get in touch via info@resilienceengine.com.

                                                                                                                                                                      Author: Jenny Campbell

A Wellbeing framework for your clients

You can find here all of our publications. In the following list, choose which filter you would like to apply:

anne archer, being resilient, eat well, sleep well, think, move, sleep think eat and move well, resiliente

 

One of the fundamental principles to the Sleep, Think, Eat, Move well (STEM) wellbeing model is that all parts have equal relevance. Think of equilibrium where our entire system remains in balance.To support clients in sustaining breakthrough and creating a life where they flourish and thrive, appreciating the connectivity between ourselves and our universe is fundamental. However that is for another day. For now let’s stick to some simple principles:

• Track:                           Take 168 hours, 7 days, and monitor sleep, thinking, eating and moving.
• Choices:                       Identify any gaps and where your client has energy to make changes.
• Routines and habits:    Create realisable routines and habits that will support the change by integrating across all four components.

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Sleep. Check with your client how well they understand why sleep matters and how we can make simple adjustments with great results. Link across to thinking, eating and moving well.

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Think. I focus my work here as much on the process of quality thinking as the content. I invite clients to monitor their thoughts for a couple of weeks writing down what the thoughts were that did not serve them well. We then have good insights into how we might shift patterns.

 

 

 

 

Eat. Our brains and our bodies have a need for nutrients. It is often revealing when you ask your client if they know what different types of foods do and how they support one’s brain and body. A simple checklist can help. An eye opener is often when a client gets the link between a lack of sleep and the desire to eat more calorie not nutrient dense food.

 

 

 

Move. Movement supports our bodies to thrive. I often walk with my clients which gives them an experience of thinking and moving. Supporting a client to explore what energises them regarding movement and exercise and what happens when they don’t can help here.

 

 

 

You can encourage your clients to spend a few weeks building a plan around sleeping, thinking, eating and moving well for them to monitor how well they experience their body and mind work well together.

 

Brought to you by Anne Archer at anne@livingproofsynergy.com

Media Round Up – May 2018

You can find here all of our publications. In the following list, choose which filter you would like to apply:

Here’s our roundup of the most popular curated content from our social media feeds during May. Hope you enjoy reading the articles.

 

New research shows the importance of sleep on our mental health [Read the Article]

Presenteeism – Findings of a nationally representative survey of 2,496 UK employees on their attitudes and behaviours around work presenteeism and illness in the workplace. [Read the Article]

Why mindful breathing keeps your brain healthy and young [Read the Article]

Address Stress: Three ways to promote positive mental wellbeing in your organisation [Read the Article]

 

This Study Reveals Why Leaders Derail by Jeff Boss [Read the Article]

How Great Leaders Model, Enable And Encourage Emotional Agility by Beth Kuhel [Read the Article]

Behaviours of Leaders Who Embrace Change by Edith Onderick-Harvey [Read the Article]

Why Change Is Important for Strengthening Resilience by Michael Kay [Read the Article]

 

The Upside of Self-Doubt by Barb Markway, PhD [Read the Article]

Five principles of high-performing teams [Read the Article]

Simple Strategies To Inspire And Excite Your Worn-Out Team by Forbes Coaches Council [Read the Article]

Why finding purpose will make you a better leader by Jeff Pundyk [Read the Article]

 

Adopting Video-Based Learning Strategies To Boost Employee Engagement And Workforce Development [Read the Article]

Self-awareness is Essential in Business Leadership by David Kiger [Read the Article]

What Exactly is Self-Esteem? by David Rosen [Read the Article]

How To Build A Resilient Career In A World Of Relentless Change by Gerry Valentine [Read the Article]

 

Mark Conway, Technology & Marketing Partner
Curated on behalf of The Resilience Engine by Oak Consult

Media Round Up – February 2018

You can find here all of our publications. In the following list, choose which filter you would like to apply:


February has been a great month for the team at the Resilience Engine. We’re ramping up our team to support our growing base of clients. All very exciting!

Below is a roundup of the most popular curated content from our social media feeds. Some great reads!

1 in 5 Highly Engaged Employees Is at Risk of Burnout by Emma Seppälä, PhD and Julia Moeller [Read the article]

More than half of working adults in the UK would be would be prepared to wear devices designed to monitor their mental health and flag troubling symptoms, according to a new report. [Read the article]

Happy at Work – Using positive psychology to flourish in the workplace by Ruth C White, PhD [Read the article]

Willis Towers Watson: Existing health and wellbeing schemes ‘not appealing’ to employees by Jonathan Stapleton [Read the article]

 

The dangerous downsides of perfectionism by Amanda Ruggeri [Read the article]

Why you need emotional intelligence by Dr. Travis Bradberry [Read the article]

Tomorrow’s Best Leaders Will Lead With Questions, Not Answers by Carolyn Slaski [Read the article]

How to Cultivate Gratitude, Compassion, and Pride on Your Team by David DeSteno [Read the article]

 

Harvard Research Reveals How Mindful Leaders Develop Better Companies and Happier Employees by Marissa Levin, CEO [Read the article]

Hard Times Can Be The Key To Your Business’ Success by Beth Kuhel [Read the article]

What You Don’t Know About Doing Great Work by Michael McKinney [Read the article]

Rising stress levels demand greater focus on workplace efficiency, according to new report [Read the article]

 

Resilience won’t just be there when you need it. You have to train it by Nancy F. Koehn [Read the article]

Changes Shaping The Future Of Learning Technology [Read the article]

People Development: Stop Spending, Start Thinking by Gabor Holch [Read the article]

Stressed? Here’s How To Effectively Manage It by Chris Cebollero [Read the article]

 

Mark Conway, Technology & Marketing Partner
Curated on behalf of The Resilience Engine by Oak Consult