Resilience

Copyright © 2016. Sloan Group International. All rights reserved.

RESILIENCE DEVELOPING RESILIENCE IN YOURSELF, YOUR TEAM, AND YOUR ORGANIZATION.

LEADERSHIP EXCELLENCE THROUGH CHANGE AND CHALLENGE

Facilitators: Karlin Sloan and Anil Sharma


The Merriam-Webster’s Collegiate® Dictionary defines resilience as:

An ability to recover from, or adjust easily to misfortune or change.


Agenda

Why am I here/ why resilience?

Three domains of resilience

Resilience stories

Exercises to develop team resilience

Wrap up


Why am I here?

This is Professional

- I’m here to help you to become a more effective, enduring leader during times of change. In most organizations we’ve moved out of the paradigm of managing a single change, and we’re coping with constant change. The “change firehose” requires new skills and tools.

AND this is Personal...


What is compelling to you

about this topic?

Find a partner Interview each other: What is the list of changes or challenges that are you dealing with right now?


Context:

Why is Resilience

important to this group?

New Leadership

Environmental impacts (regulatory, political, economic)

Imminent workforce retirement

Major Initiatives:

EPIC

ICD-10

HR Systems Transformation

Labor Productivity

Tenet Partnership


Resilience & Workplace Performance

According to theorists (Luthans & Avolio) PSYCHOLOGICAL

CAPITAL accounts for a 15% variance in organizational

performance. Elements of PSYCAP are:

Self-Efficacy (individual confidence)

Optimism (positive attribution - volition)

Hope (redirecting to a positive vision)

Resilience (sustaining and bouncing back from change or challenge)*


Resilience Research

There is a LOT of research on resilience.

Some of it is focused on children.

A database of 70,000 corporate employees shows that at the senior most levels of an organization you will see the highest levels of resilience.

Much of it is on people who have survived terrible ordeals.

Some of it is longitudinal and across culture.

From all this research we’ve created a simple model...


It’s all about your Relationships

Relationship to Self

Relationship to Others

Relationship to Environment


Relationship to Self

Confident

Self-Managing Optimistic

Positive Self-Aware


Relationship to Others

Appreciative

Helpful

Accepting

Empathic

Collaborative


Relationship to Environment

Reframing Goal-oriented Future-minded Purposeful Proactive


“You are perfect the way you are and you could

use some work.”

Suzuki Roshi


Leadership resilience case study


South Georgia Island


BREAK TIME


Accept Reality/ Focus on the Positive Future

Build Relationships and Community

View Challenges as Opportunities

Practice Physical and Mental Discipline

Resilience What we can learn from Shackleton about Teams


Resilience stories

Take 2 minutes to reflect upon your own story of resilience

It must be one you are willing to share with a small group

The goal of the exercise is to determine the strengths that enable

Find a group of 3

Each person will have 3 minutes to tell their story, and then identify how you prevailed. (relationship to self, other, environment)

Listeners may comment and add input


Resilience Attributes

Confident Optimistic Positive Self-aware Self-managing

Appreciative Helpful Accepting Collaborative Empathic

Goal-oriented Future-minded Purposeful Proactive Reframing


Resilience is...

“[Resilience is] a staunch acceptance of Reality; a deep belief, often buttressed by Strongly held values, that life is Meaningful; and an uncanny ability to Improvise”

Diane Coutu, HBR



Group Themes

High confidence Some anxiety/ worry but overall optimistic about the future Overly critical of your own performance Not everyone is taking great care of their physical health (some of you don’t sleep enough), but not a lot of illness

This group places a high value on help and teamwork, but not everyone will ask for it or accept it when offered There is a moderate amount stress from overload - some more than others, but this group is good with deadlines, structure, and taking direction. The more structure you have during times of change, the more this group will thrive


What stories do you tell to make sense of your leadership resilience profile?


Find a Partner

Review your resilience planning document (and your profile if you wish to share) and any notes you took during the webinar.

How does this profile help you as a leader?

How does your profile hinder you as a leader?

What strengths do you want to leverage in your leadership and management at Vanguard?

What areas do you want to develop?

What observations do you have for your partner around their plan or profile?


Debrief

What did you learn about each other?

What did you learn or validate about yourself?

How will you take this insight forward?


The Stories We Tell

Personal. (Internal vs. External.)

This involves how one explains where the cause of an event arises. People experiencing events may see themselves as the cause; that is, they have internalized the cause for the event. Example: "I always forget to make that turn" (internal) as opposed to "That turn can sure sneak up on you" (external).

Permanent. (Permanent vs. Impermanent.)

This involves how one explains the extent of the cause. People may see the situation as unchangeable, e.g., "I always lose my keys“ or "I never forget a face".

Pervasive. (Global vs. Local/Specific.)

This involves how one explains the extent of the effects. People may see the situation as affecting all aspects of life, e.g., "I can't do anything right" or "Everything I touch seems to turn to gold”.


The Stories We Tell

Take a moment to think about the resilience story you told. Was the cause internal/ external in your story? Was it permanent or impermanent? How can you make that POSITIVE story permanent/ pervasive?

Personal. (Internal vs. External.)

This involves how one explains where the cause of an event arises. People experiencing events may see themselves as the cause; that is, they have internalized the cause for the event. Example: "I always forget to make that turn" (internal) as opposed to "That turn can sure sneak up on you" (external).

Permanent. (Permanent vs. Impermanent.)

This involves how one explains the extent of the cause. People may see the situation as unchangeable, e.g., "I always lose my keys“ or "I never forget a face".

Pervasive. (Global vs. Local/Specific.)

This involves how one explains the extent of the effects. People may see the situation as affecting all aspects of life, e.g., "I can't do anything right" or "Everything I touch seems to turn to gold”.


What we know about the Brain...

Our mental capacities are enhanced when we are in a “flow state”, which comes when we shift out of our reactivity to stressors.

Neuroplasticity: the brain is constantly changing, and We can influence the expansion of certain connections If we are consciously aware of what we wish to develop. This includes how we adapt to change, and how we react To stressors. (And every change is a stressor)

Change in the brain comes from experience, and from the thoughts that we think.

Mental discipline is at the root of positive changes to how our neurons fire.


Mental discipline tips from pro sports

Envision positive outcomes

Keep focused on finding the opportunities present in challenging circumstances

This doesn’t mean ignore what’s wrong - Use it to take corrective action

Practical Application


Practical Application

Individual resilience & self-management

Practicing Mental Discipline in the face of difficult circumstances: Focus on a Positive Memory

Individual resilience and asking for help

Many of us are taught to go it alone.


Team Resilience Practices

Exercises:

Optimism The Appreciative Eye Problem Statements


OPTIMISM EXERCISE


COMPLAINTS TO REQUESTS


ASKING FOR HELP


THE APPRECIATIVE

EYE


Stopping the Burnout Cycle

Freudenberger and North’s 12 phases of burnout

Compulsion to prove oneself

1 Working harder 2 Neglecting their needs

3 Displacement of conflicts (blame)

4

Revision of values

5 Denial of problems

6 Withdrawal / isolation

7 Obvious behavior change

8

Depersonalization 9 Inner emptiness

10 Depression 11 Burnout syndrome

12


PROBLEM STATEMENTS


Self-Management: Find a Positive Memory


Reframe Thinking

Clarify Purpose and Meaning

Deepen Connectivity

Practice Positivity

Resilience

Moderate Stress

Manage Emotions


COMMITMENTS TO ACTION


WRAP-UP Team Appreciation

Business

Resilience