Resilience at work
Resilience to cope with pressurized jobs, wide spread organisational changes and demanding clients
Resilience to cope with pressurized jobs, wide spread organisational changes and demanding clients
Do you know anyone who is not overstressed and overworked? We arrive at work after an insane commute, already stressed out from financial issues, relationship issues, health issues and body image problems.
Then at work we have to cope with increased workloads, are often out of our depth and sometimes worried about job security.
No wonder we are so stressed!
There is lots of advice on how to cope with stress. There are lots of magazine articles and blogs about eating better, or getting more sleep or taking take time out.
But let’s get real. How does that help you cope with a client from hell or when your loved-one is having a hissy-fit?
Here are five practical strategies that will help you remain sane and cope with real stress in the moment: Continue reading
We all have to deal with really difficult people. Heated arguments make things worse. Keeping quiet makes you look like you agree or accept what is happening. Telling them how bad they are making you feel often triggers emotional outbursts from them.
What can you do to stand up for yourself against difficult people?
Fortunately there is a very useful four-step process that Marshall Rosenberg* has developed. He proposes you start by describing your observations of what the other person is doing. Then you state your feeling in relation to those observations. Then you state the needs you have that led to those feelings. Lastly you make a request of the other person to get what you want.
A parent for example might use this four step process with his teenager: “When I see you watching TV while the supper dishes are unwashed in the sink (that’s the observations), I feel irritated because you said you would do the dishes after supper (that’s the feeling). I need us as a family to honour the commitments we make (that’s the need from which feeling came). So I would like you to do them right now. Would you be willing to do that?” (that’s the request) Continue reading
We all experience disappointments, heartaches and setbacks. That’s an unfortunate part of life.
When overcommitted and overworked however, we become particularly vulnerable to reliving past regrets all over again. If this unpleasant rumination is not stopped, we easily get sucked into a downward spiral of negative thoughts and feelings.
If this happens to you, here are seven techniques to let go of the past and move on:
The pace of change seems faster than ever before. Many organisations have multiple change initiatives on the go at the same time, while still trying to maintain “business as usual”.
Senior and middle-level leaders are expected to enthusiastically drive these initiatives, while coping well themselves. If however they are over-stressed and change-weary, then the success of the change initiatives is at risk.
The way leaders cope and deal with their own emotions directly impacts on the emotions of their team members. Their optimism or pessimism is contagious and spreads like a ’flu virus from one team member to another.
When leaders are at their best, they keep stress positive, bounce back from adversity and recover well. Their resilience and positive emotions influence the people around them, who in turn find it easier to be more positive.
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:
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
Highly successful people are able to perform under pressure when it matters the most. Even when there are high stakes outcomes, they are able to stay focused and achieve their objectives.
In contrast, for most of us asking for a salary increase, dealing with a workplace bully or coordinating multiple projects are very difficult situations. The higher the stakes, the greater the pressure and that’s when our brains turn into porridge.
Fortunately we can learn from highly successful people who cope well with pressure. Build your resilience to improve performance under pressure by doing the following: 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
The Building Resilience Handbook is normally available as an e-book from Amazon Kindle at US$11.39. To thank you for reading my newsletters about resilience, I am making it freely available to you for a limited period. It will be only available free from 25 May to 29 May, 2016.
Have a look at some of the reviews of the book:
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.
Packed with practical exercises and inspirational stories, this groundbreaking, research-based book of 314 pages will guide you step-by-step to develop inner strength and realistic optimism. It’s the formula to not only survive but thrive in the face of life’s challenges. 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
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.
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.
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
It started when he told her senior management wanted a new procedure implemented in her work area. When she examined the implementation plans however, she was taken aback. There were many potential pitfalls, and if they didn’t work out, she would end up being blamed.
Sipho immediately went to her boss: “These plans are crazy and will never work!”
“Yes they will,” he responded.
“They won’t, and I want to change them,” Sipho shot back.
“No, stop overreacting and just follow instructions”, he said heatedly, and turned away to answer an incoming phone call.
Sipho left steaming. Why didn’t he just listen to her? Typical! The more she thought about his reaction, the angrier she became. 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
Are you over-stressed? I often hear people despairing that they are over-committed and over-stressed at work, and don’t know how to get off the treadmill. Work-life balance becomes unreachable, and they feel increasingly unable to be the loving parent or partner they would like to be.
This sentiment is echoed by M Scott Peck whose opening sentence in The Road Less Travelled is: “Life is difficult”. Even the Buddha teaches that the first of the “Four Noble Truths” is “Life is suffering”.
This is a rather bleak commentary on life, so let’s put it into perspective.
It’s true that we all experience some degree of difficulty, heartache, disappointment and even adversity. The practical implication for me is: can I minimise the suffering in a way that doesn’t also diminish experiencing the positive side of life?
Put differently, is it possible to cope well with what life throws at me and also to experience love, joy and happiness? Continue reading
Right now the world’s eyes are on international rugby, football, cricket and other sporting competitions. Each match is “to do or die” for the players, with money, prestige and national pride riding on the outcome.
What do successful coaches say to their teams when they’re losing and are often frustrated and demoralized?
Is threatening the most effective strategy? In other words, motivate them by kicking their butts. Or is it more effective to find something that they are doing to praise? In other words, motivate them by making them feel good about themselves? Continue reading