Resilience is good, right? But is too much bad?
I was asked this when running a resilience training workshop for 30 Local Councillors. They were newly-elected and from three different political parties.
We were looking at how personal strengths influence resilience. I was blown away that 40% of them had Bravery in their top five strengths profile. Bravery is defined as speaking up for what is right and acting on one’s convictions, even if it’s unpopular. Usually it’s only about 15%.
Bravery is a wonderful strength. We need bravery to resist social or peer pressure to conform, to speak up and to keep on doing “the right thing”. You need a lot of that to be a whistle-blower and be resilient.
The Local Councillors told me they need bravery for … how did they put it? Oh yes, “robust” and “full and frank exchange of views” with each other.
Strengths can become weaknesses however, if they are used inappropriately. When bravery is used at an inappropriate time or used too much, it becomes overconfidence and foolishness. People stop listening. They ignore you. You end up being disrespected and labelled a troublemaker.
That’s when one of the delegates asked: “Is too much resilience bad? She explained that a senior leader boasted: “I don’t have stress. I give stress. I am stress carrier.”
There is always pain in organisations. Some of it comes from organisational issues, such as leaders pushing boundaries and driving their teams hard or overwork or job insecurity.
Other sources of pain come from outside of the organisation and when people bring their emotions to work. This pain can come from personal issues (e.g. relationships; finances; health) or external social and physical issues (e.g. social disruption; violence; natural disasters).
Whether it has origins inside or outside the organisation, in any group of people at work, you can expect that there is at least one person in pain. Continue reading
Achieving greatness at work
You work hard for success, recognition and greatness at work. You love the rush of firing on all cylinders, and being engaged and committed to your work. You naturally receive rewards and recognition …… which drives you to work even harder.
The dark side of greatness
But ask yourself:
- Does your success at work come with a heavy price in other areas of your life?
- Are your powerful strengths also responsible for your worst failures?
- Do you struggle to meet both work and home commitments?
- Do you have little energy for life outside of work?
There is a dark side when the greatness achieved in one area of life comes at a significant cost in another. It may happen to high-flying executives who are so dedicated to their work that they become helicopter parents, disconnected from their children. Or to a highly respected doctor who becomes emotionally distant in order to cope with suffering seen daily. Continue reading
Work is stressful, but home is less stressful, right? That’s what many of us say, but not necessarily what actually happens.
According to a new study from Penn State University, both men and women have significantly less stress at work rather than at home, and this difference is even more pronounced for women than men. In addition, they found that the women in their study were happier at work than at home, whilst in contrast, men felt happier at home than at work.
Whaaaaat? How can that be? Continue reading
No one welcomes the feeling of being stressed. We prize performance, competition and perfection and if we don’t feel competent it causes stress.
So is stress bad? The answer is yes and no. Without some level of stress, life is positively boring, but on the other hand too much stress is debilitating. Thus there should be an optimum level of stress for motivation and engagement for every one.
It turns out that this is true, but what is experienced by one person as motivating and exciting, may be experienced by someone else as overload resulting in anxiety and reduced efficiency. Continue reading
To survive in our rapidly changing economic environment, many organisations are making large-scale changes which ratchets up pressure on everyone. More output is required from people using fewer resources. Many people are working longer hours and complain that work is more stressful than ever before.
If this applies to you, you need to be resilient. Resilience is the ability to stay task focused and productive during difficult times, to recover well from sustained pressure and adversity. It also enables learning for the experience to become personally better rather than bitter; stronger rather than weaker.
While this might sound like magic, it is in fact ordinary magic that everyone possesses. The good news is that it’s made up of a set of skills and behaviours that can be learnt and improved.
In our research on personal resilience (more here), we found seven elements that make up resilience, as shown in the model. From these elements, there are five practical strategies that can immediately assist to build your internal coping resources to become more resilient. Continue reading
Successful leaders get things done. They think big, drive for results, take risks and deliver on their plans. They also do something that is less known, and that is they ask for help. When facing difficulties, they ask for help in a way that builds cooperation and respect.
Some leaders don’t feel comfortable asking for help, when self-sufficiency is prized in our western work. They fear asking for help may be seen as a sign of weakness or that they are not competent. Yet, the same leaders often struggle with an increased work load and lament the lack of cooperation in their organisation.
If leaders are reluctant to seek help themselves, it sends a signal to their team members that admitting vulnerability and not coping is unacceptable in the organisation. If this happens, feelings of isolation and alienation will increase with the rise of organisational uncertainty.
It’s only when leaders model that seeking help is not only acceptable but is actually desirable, that the team and ultimately the organisation will be able to proactively get the resources they need to support themselves and to transition the organisation through difficulties.
This was also borne out in my research on personal resilience (more here), which found that asking for help and also giving help was one of the seven components of resilience.
So how can you overcome an inherent reluctance to ask for help, and to ask for help in a way that enhances your reputation as a leader, rather than diminishes it? Here are some ideas: Continue reading
To remain viable in the present rapidly changing business world, organisations are introducing multiple, deep-impact change initiatives. It’s well known however, that large-scale change has a very disappointing track record of being successfully implemented on time and within budget.
“People naturally resist change” is often given as the reason. This is incorrect. People will accept and even welcome some types of change. They will however logically resist change which threatens their comfort; confidence; control and competence.
When change is experienced as disruptive or even unwanted, people feel dislocated, become obsessed with present problems and lose their perspective. These negative emotions feed on each other and entire teams can quickly become despondent and directionless.
Individuals and teams are particularly vulnerable if they feel their work activities no longer have meaning. If that happens, the leaders’ role becomes substantially more difficult. Not only do the leaders suffer as much as their followers, but they are also responsible for implementing change with demoralised and listless team members. Continue reading
Myth 1. Stress is bad for you
Too much stress is certainly bad for you. Stress is what happens when the demands on you exceed your resources to deal with them. You feel overwhelmed, overly anxious, uncertain and upset. Being overstressed like this reduces your ability to perform at your peak and be the loving person you wish to be at home.
Too much stress isn’t only emotionally debilitating, it’s also bad for your health. Prolonged overstress can weaken your immune system and cause high blood pressure, fatigue, depression and heart disease.
But here’s the thing. Not all stress is bad for you. In fact, you need some level of stress. A minimal level of stress is needed to deal with challenge and makes you feel excited and engaged. For example, a minimum level of stress before an important examination motivates you to work hard and achieve your goals. Continue reading
When we experience really difficult times at work, the importance of the meaning of the work we do comes to the fore. It’s only when we feel the work is meaningful, that it makes sense to work long hours and persevere through difficulties. Otherwise, why not just give up?
The value of meaning does not stop there. Research has shown that employees who feel their work has meaning, work harder, longer and more creatively than those that don’t. This is reflected in the organisation by higher rates of customer commitment and investor interest, which enhances organisational competitiveness and the organisations sustainability (reference here).
This is where leading with meaning comes in. Effective leaders help their team members engage personally with the organisation’s challenges, by helping them find meaning in their work. When team members feel they are doing “good work” with like-minded colleagues, team and personal resilience is enhanced in the face of uncertainty, unwanted change and even adversity.
What can you do as a leader to lead with meaning to create engagement and resilience? Continue reading
In my resilience workshops (more here), it’s common for about 75% of the people to say that work demands interfere with family or home responsibilities, and about 65% say that family or home responsibilities interfere with their work.
They say that they start work earlier and finish later to cope with increased work load. When they get home, they are often still stressed, finding it difficult to relax and engage with the family. In turn, they take their guilt of not being the loving partner or parent they would like to be, back to their work place.
Stress is contagious, and like a ping-pong ball, bounces back and forth between partners ratcheting up the tension. Stressed couples quarrel and fight, withdraw, feel disconnected which in turn leads to bigger problems. Unchecked, long-term stress can result in feelings of isolation and being trapped in an unloved relationship.
Fortunately the vicious cycle of work-home stress can become a virtuous cycle when loving partners help each other to cope. Your loving partner is almost always the person on whom you rely for support, and when their support is effective, it deepens your relationship. Here are seven ways loving partners can prevent the stress of work damaging their home life and deepen their relationship: Continue reading
At times in everyone’s lives, things happen that just don’t make sense. Life isn’t fair – at work and at home.
When bad things happen to you or someone close to you, it’s a double whammy. You have to deal with the event and it’s aftermath, but what often makes it even worse is that sometimes it triggers questions that just don’t have a satisfactory answer.
At work for example, when the company merges with its bitterest competitor or when seemingly lucrative business lines are shut down or when highly valued people are replaced.
We have a need to make sense of life
As humans, we have a need to make sense of life events, and so when our old beliefs and explanations don’t work anymore, we feel frightened and out of control. The fear invokes our primitive “flight or fight” response, our thinking becomes inflexible and any creative problem-solving ability flies out the window.
When there is uncertainty and confusion in organisations, the role of the leader in providing direction and structure comes to the fore. Skilled leaders can prevent or at least mitigate this type of unhelpful reaction. The leader needs to make sense of what has happened for him/herself and at the same time help their teams that are struggling. This leadership role is called “sense making” and is a vital component of resilience leadership.
As a leader, there are five steps that will help your sense making when things don’t seem to make sense: Continue reading
Nine months after her first leadership appointment as Call Centre Manager with 35 team members, Jan was told that her area was to be phased out. This meant that she and her team members would be retrenched if they could not find alternate jobs in the organisation. Due to a head-count freeze, this was unlikely to happen.
She was also asked to maintain “business as usual” until the final closing down of the unit which would take several months.
She had to deal on a personal basis with her own anger and fear about what had happened. At the same time, she had to sustain the resilience of her team members, if she was going to have any hope of keeping the unit task-focused and productive to the very last day.
Ordinary people like Jan are called upon to be extra-ordinary leaders in really difficult times. It’s then that courage plays a central part in resilient leadership.
Organisations today operate in highly complex, fluid and uncertain environments. The organisations typically have multiple change initiatives on the go, each with deep impact. As a result, uncertainty, surprise and change have become pervasive in organisations.
Unfortunately, the skills of leaders to lead in this environment, and team members to cope and recover well, are not equally pervasive.
The change initiatives are sometimes beyond the ability of leaders to manage effectively. Also, team members often struggle to cope, particularly if the changes don’t make sense to them, or they are not sure of their priorities or they don’t feel valued.
The challenge that leaders face is to make fast-paced and extensive change a normal part of working life.
The following Resilient Leadership strategies will help your team members to cope during uncertainty, surprise and change: Continue reading
Some years back, I managed sales and administration teams. Some teams consistently exceeded targets whilst others consistently under performed. The under-performing teams inevitably blamed market conditions and other environmental factors for their lack-luster performance.
Yet some of the top performing teams faced even worse obstacles and still managed to excel.
So what could explain the difference?
I eventually concluded that the difference in team performance arose as a result of how the teams reacted to their difficulties.
Top performing teams viewed their difficulties as challenges that could be overcome. They believed their work was meaningful. They assisted and helped each other. Their leaders were visible and involved with their teams. As a result, the top performing teams coped much better with unrelenting pressure, change and uncertainty.
Put simply, the difference was in the teams’ resilience. Continue reading
We all experience difficulties in life, but sometimes it goes from “In every life, some rain must fall” (YouTube link here), to a flood. It can be caused by an unrelenting volume or pace of work. Or it can be caused by something deeply upsetting such as being retrenched or ending of a love-relationship.
When difficulties reach flood levels, some people are stretched beyond their limits. They don’t cope well. They feel defeated and sometimes spiral into hopelessness. Its’s as though they are drowning in a flood of difficulty and hardship.
In contrast, others cope and recover well. They manage to keep their experience of stress positive and struggle well. They are like a buoy in an ocean storm, submerged from time-to-time, but quickly bob up again. Continue reading
When you experience difficult times, or when adversity strikes, you need to be able to recover and bounce back. That’s called being resilient or mentally strong. Being continually stressed or dealing with unrelenting difficulties however makes this difficult to achieve.
When we experience low points in our coping, our thinking and decision making can be most at risk. This is ironic, because it’s at these trying times that we need to be at our best in terms of thinking clearly and making good decisions.
There are five common thinking errors that you should be aware of that can substantially erode your mental strength and resilience: Continue reading
The Building Resilience Handbook is normally available as an e-book for Kindle at $13.65. To thank you for reading my newsletters about resilience, I am making it freely available to you for a limited period.
Have a look at some of the reviews of the book:
- “Inspiring and applicable throughout one’s lifetime” Fred Irumba, science teacher, Jakindaba Senior Secondary School.
- “Easy to implement at work and home. The results are remarkable!” Brent Beilinsohn, Manager, Old Mutual Investment Group South Africa.
- “Mind blowing! Implementing these practical exercises has made me a better person” Fanuel Kakuiya, Senior Superintendent, South African Police Services.
Imagine having abundant inner strength and resourcefulness to withstand and recover quickly from whatever difficulties life may throw at you. With The Building Resilience Handbook you can. Continue reading
GREAT NEWS! Watch out for the free Kindle book offer in the next email on 10 September!
Would you like to be able to cope better with difficulties, unwelcome change and heart-ache? To stay the course and not give up?
If so, you need mental strength!
Mental strength is really good stuff. It helps people persist in achieving a long-term excellence, as opposed to those who start off well, but loose enthusiasm and give up. It’s also the best predictor of success in school, the military and corporate sales, rather than intelligence or even luck.
Mental strength is built through consistently following seven habits: Continue reading
Dinah did. Her work days were filled with back-to-back meetings which meant she frequently only got to her accumulated e-mails and voice-messages after supper. Tension caused pain in her shoulders, neck and stomach. She was not the senior manager, mother or partner she wanted to be.
She described herself as a fly trapped on sticky flypaper. No matter how much she tried, she could not break free. She felt dispirited and hopeless.
Our coaching focused on regaining her self-confidence and zest for life. We started with an exercise to help her reconnect with the important things in her life. It’s called the Best Possible Self exercise and has been proven to boost positive emotions, happiness levels, optimism and hope . Continue reading