Resilient

8/4/2019

‘The problem is, we are protecting people when we should be preparing them.’ (Carole Pemberton)

How to weather a storm. Resilience has become a buzz word in organisations today, linked with well-being, positive risk, agility, adaptivity and sustainability. As an individual-personal level, the imperative is being driven by a growing awareness of and concern about mental health issues, experiences, influences and impacts, including in the workplace. At a wider organisational level, factors include ever-more complex global dynamics and a seemingly relentless need for change. All in all, it can feel like a perfect storm – leaving leaders, managers, people professionals and staff alike feeling perplexed and exhausted.

I worked recently with a forward-thinking public sector organisation in the UK. It was and is working through a merger with two sister organisations and recognised the criticality of building resilience by preparing leaders, staff and teams psychologically in advance for the transitions that this would entail; as well as to manage the practical change process itself effectively. I will share insights and ideas here that participants said they found most useful. We framed the experience as moving from an until-now-known reality to a not-yet-known future reality, through what sometimes may look-feel like a messy place in the middle.

1. Scary voids. In the absence of knowing exactly what a change and new future may hold, some people will fill the interim void with anxiety; others with hope. It’s normal – and partly influenced by what each person has experienced in the past. Hold your nerve. Reach out if you – or others – need help. 2. Small things are big things. In the midst of change and transition, the most insignificant of decisions and actions can take on great symbolic significance – positively or negatively. Don’t be surprised if this happens. Ask each other what small thing(s) would make the biggest positive difference – then, if possible, do it.

3. Mind games. People, teams and organisations construct narratives that help them make sense of their experience. Pay careful attention to the stories that you and other people tell yourselves – and each other – on route. Change the narrative: change the experience. 4. Rollercoasters. Transitions can feel like a bumpy ride, often feeling more like a ‘snakes and ladders’ game than a smooth change curve. Be patient, flexible and forgiving. One step at a time. 5. Building blocks. Reflect and help others reflect on life-work changes that have worked out well in the past – and how. Engender resourcefulness. Inspire hope.

How do you develop personal, team and organisational resilience?

Can I help you develop greater resilience? Get in touch! [email protected]

52 Comments

Glenda Fieldes

9/4/2019 11:06:02 pm

Ha, I’ve used this pic also. Great pic, many messages and learnings.

Nick Wright

9/4/2019 11:07:15 pm

Hi Glenda. I'm curious: what messages and learnings have you drawn out from the photo? Can you say more? I found it very evocative.

16/4/2019 08:10:20 am

That none are perfect, we are all a little bent. There are times we need to not be so rigid and allow flexibility, go with change. It’s all good. P.S. these comments (below) are great....awesome pic, variety of perspectives.

16/4/2019 08:11:50 am

Thanks Glenda. I find your reflections inspiring. Yes, I have enjoyed reading and responding to so many interesting comments!

Christine Bennett FCIPD

11/4/2019 01:24:51 pm

Hi Nick , I would add courage to think and do things differently. Often managers try to copy someone else's recipe and then beat themselves up trying to make things work and urge resilience to push and get things done.

11/4/2019 01:27:45 pm

Hi Christine. Are you saying that managers sometimes try to apply textbook change processes uncritically and then, when they don't work, urge others to be resilient to cope with the mess they've made? I'm intrigued. Do you have any examples from experience you could share here?

Graham Williams

11/4/2019 01:29:23 pm

http://www.haloandnoose.com/content.asp?PageID=149

11/4/2019 01:30:00 pm

Hi Graham. Thanks for the link. Would you be willing to share a synopsis of your ideas here?

Robert Nock

11/4/2019 02:38:23 pm

Whilst I understand the point being made, resilience can infer developing a coping strategy, dealing with difficult circumstances, which has a negative connotation. I'm thinking that realignment of purpose to generate a new sense of direction, or perspective, is more dynamic. Focus on, 'what now can be created?'

11/4/2019 02:45:38 pm

Hi Robert. Fair point, although my impression is the language and concept of resilience replaced traditional 'stress management' to infer a more positive and hopeful outlook: from 'survive' to (or at least towards) 'thrive'. I think, 'What now can be created?' is a great question, especially once people are in a place to engage creatively with it.

11/4/2019 04:48:30 pm

Hi Robert , your interpretation is correct. happy to discuss examples with you personally. I do not see resilience as a coping strategy, however unfortunately it it is often interpreted that way.

11/4/2019 04:49:31 pm

I've created a blog post with a few cryptic thoughts on personal hardiness/ resilience Nick: https://storytellinginbusiness.blogspot.com/2019/04/building-your-bouncebackability.html

Katia Ravé

11/4/2019 03:59:10 pm

I love this article Nick! As usual you make people take a look at where they are at and where do they want to be. Resilience is a key element to successful coaches!

11/4/2019 04:06:46 pm

Hi Katia and thank you for such encouraging feedback! 😀

Bob Larcher

11/4/2019 09:54:08 pm

Here's something I published on LinkedIn on the subject: https://www.linkedin.com/pulse/leadership-mental-toughness-bob-larcher/

11/4/2019 09:58:57 pm

Hi Bob and thanks for sharing the link. I too think there is a link between mental toughness and resilience. I do, however, also see resilience as a property of social systems and relationships as well as qualities, however we may define them, of an individual. What do you think?

12/4/2019 09:11:12 am

Resilience is often described as "the capacity to bounce back from adversity or a challenge".
Mental Toughness is described as "proactively seeking challenge" and incorporates resilience.
So, there are those who have the capacity to deal with adversity when it arises but they won't necessarily go out of their way to put themselves in challenging situations
For me both resilience and Mental Toughness are intrinsic to the person; however, it is probably fair to say that having good relationships and social systems will probably have an impact.

12/4/2019 09:18:03 am

Hi Bob. I think that's a helpful distinction between resilience and mental toughness. Resilience is often developed by facing challenges and discovering (at times, unexpected) resources and resourcefulness to survive (and, at times, thrive), but without necessarily deliberately seeking out those challenges.

Arama Mataira

11/4/2019 10:15:49 pm

A focus on agreed processes and ways of working (values or codes of conduct etc). The more connected the group, the more resilient and more likely to collaborate in crisis or towards achievement of outcomes.

Try not to take responsibility away from the individual. Support them to seek their own answers rather that seek to give them answers.

Ask how they would like to be supported to do whatever (grow, improve practice, solve a problem). ‘In what ways can I best support you’?

Have a shared definition of ‘resilience’ identify its traits, the value, the meaning, the purpose etc.

11/4/2019 10:20:54 pm

Hi Arama. Yes, I like the idea of 'the more connected the group...' because it points towards resilience as a social process, not simply an individual quality - and particularly in team or organisational contexts. Alongside 'In what ways can I best support you?', we could ask, 'In what ways can I best challenge you?' or, in the spirit of not taking responsibility away from the individual, 'How could you best support and challenge yourself to achieve your goals?'

John b. May

11/4/2019 10:39:28 pm

Dear Nick, do you mean mental ‘resilience?’ If so ... can negative thought patterns ever threaten our performance, wellbeing and lives?
Can identifying ourselves with our thoughts and emotions cause us to lose control and become governed by them ?
Can this incessant mental noise prevent us from rational analysis ? Does it make us more liable to be dominated by negative emotions, like regret, fear (regretting the past, fearing the future).
“80% of our thinking can be repetitive and useless . It is also dysfunctional, often negative so harmful” Ref. E.Tolle “The Power of Now”
Given that most people suffer from this “compulsive thinking”, does it become “normal” behaviour ?
Are we creating a unnecessary complex world of continuous problems and conflicts which can block judgements and relationships ? Have constant, negative, uncontrolled thoughts become an “addiction”
If so,should we at least start to reduce and control them ?
The mind is a superb instrument if used correctly. Used incorrectly it can become destructive.
Can you free your mind whenever you want to ? Have you found the “delete” button ?
The solution is not to be found in “quick fixes” but in a conscious commitment to a course of action over the medium/long term.

11/4/2019 10:42:39 pm

Hi John. Lots of great - and thought-provoking - questions! :)

Colin Wilson

11/4/2019 10:55:34 pm

Hi Nick. As a Supervisor and Coach I often use our own model, Business Athlete. Not just to advertise but since you ask for responses. It has proved very durable over many years (since before 'resilience' was the buzzword it is now) as a philosophy or concept, a model or framework, and a method or process. The basic concept is that, counter-intuitively to some, we start with 'performance' not 'wellness' or 'resilience' per se. This is to enable context and define the performance demand. And we define 'performance' in a specific holistic way within the wider concept of potential and purpose. So wellness and resilience happens, but not in a vacuum or generic sense, but specifically to the actual, anticipated, and unanticipated environment changes. And in a way that leads to potential with purpose. We measure, weight and combine 32 aspects of capacity and can measure how much potential is currently being used. Resilience is a core emotional sub-capacity and it's intended that this helps teams develop resilience as part of defining and creating the cultural change needed to make improvements systemic and endemic. Happy to chat further. I like Carol's quote (thanks both!) and your thoughts.

11/4/2019 11:04:52 pm

Thanks Colin. I like the sound of your model, particularly the notion of resilience in a context, rather than as an abstract concept. The emphasis on purpose, potential and performance resonates with team development models I have developed and used too, e.g. http://www.nick-wright.com/team-transformation.html
Thank you for sharing!

12/4/2019 09:07:41 am

Thanks Nick. Yes, resilience for us is about being prepared for what to do when things become difficult, and sometimes unexpectedly so. By definition it cannot be too specific, as then it doesn't cover enough of the unexpected, nor too general, which doesn't cover enough of the context which can be anticipated. But we can prepare well. As the work in your article suggests, sometimes it is the challenges to identity that are the deepest and most troublesome to be resilient from, and we need to be prepared for those challenges too.

12/4/2019 09:09:37 am

Thanks Colin. Yes, 'being prepared' was the focus of my resilience work with the organisations working towards merger that I mention in the blog.

Nerida Talbot

11/4/2019 11:05:48 pm

Resilience is a strengths based approach that isn't a coping mechanism (how many organisations sheep dip their employees in 'resilience' expecting them to suddenly and magically manage change) but the ability to continuously grow from challenges. It is part of a cultural and professional development growthset including self awareness, self regulation, mental agility, relationship connections ad optimism. Organisations should focus on building and supporting these strengths in individuals and harnessing/leveraging these strengths in how they manage continuous improvement and change initiatives.

11/4/2019 11:09:11 pm

Hi Nerida. I think that's a useful positive framing of resilience and helps to emphasise 'thrive' over 'survive'...although, in my experience, the two are often interlinked.

Kofi Hagan MA, DMS

14/4/2019 05:43:13 pm

The fact that one day you are going to face the onslaught of the storm in the form of poor business, failure, and even poor health is a strong possibility you have to keep continually in mind without jeopardising your happiness and optimism.
To be resilient in these circumstances is to stand your ground psychologically, emotionally and intellectually and identify the roots while identifying the roots of your tragedy as you ride on the back of your motivation. Head toward the direction of hope and success.
Don't give up. Instead, look for several avenues for success be relentless in their pursuit.

14/4/2019 05:48:16 pm

Hi Kofi. Yes, acknowledging that we will face trials in life and work yet not giving in to despondency and despair is key. Here's an example from personal experience that may be of interest: http://www.nick-wright.com/blog/fall Do you have examples too that you could share here?

15/4/2019 08:36:11 am

I am so sorry you went through all that but glad you had an enhanced relationship with an appreciation of God. Your testimony will help many. I have only one example that occurred years ago, but it is nowhere near your experience. God bless you richly.

15/4/2019 08:36:59 am

Thank you, Kofi. God bless you richly too. I would love to hear your example if you would be willing to share?

Graham Wilson

15/4/2019 08:37:48 am

Hi Nick, important discussion and so vital in today's world. I see resilience as a skill that can be taught and practised. Here are my thoughts... www.grahamwilson.com/resilience

15/4/2019 08:44:41 am

Thanks Graham, and for sharing the link. I found your 'Six Pillars of Resilience' interesting. I think I would add 'Spirituality' as a 7th dimension, touching on deeper existential and psychological issues and dynamics including beliefs and values. It resonates with other dimensions including purpose, authenticity, self-awareness, self-control, optimism, tenacity, taking action and support. What do you think?

15/4/2019 06:03:41 pm

Love it Nick.

15/4/2019 06:05:37 pm

Thanks Graham! 😀

Joshua Gauthier

15/4/2019 03:34:40 pm

Great article and insights on the need for resilience. Getting punched in the face so many times until you don't flinch is a sure way to build resilience. What I mean by that is to constantly be aiming to fail, the more you fail the more you succeed. You develop the resilience to carry you through the dark times. Thanks for inspiring me to think on this subject.

15/4/2019 03:36:44 pm

Thanks Joshua. What you described so graphically here has some resonances with resilience-building approaches such as 'exposure therapy'..!

Michael Moriarty

15/4/2019 03:38:00 pm

Hi Nick, a useful reminder, especially that although we all experience change in our own way, we need not travel alone if anxious and should not travel alone if we have the means to support others.

15/4/2019 03:39:42 pm

Hi Michael. That's a great expression of the value of resilience as a social process. We should not underestimate the power of 'being with'.

Leanne Halstead

15/4/2019 06:07:03 pm

I wonder if I'm the only one to see the 2 pictures quite differently? I'm not sure if it is the flip, the colour or the light of the 2 images,but for me, the first has more energy, movement & ease - as if her state is temporary. As for learning... the strength & beauty of the tree not despite of, but because of its 'imperfections'.

15/4/2019 06:11:40 pm

Hi Leanne. You reminded me of insights from Gestalt psychology in terms of what we see - and don't see - what it evokes for us and what meaning we attribute to it. You may find this short related piece interesting..? http://www.nick-wright.com/blog/blank-sheet3475867

Yunus Khan

16/4/2019 11:30:19 pm

Whether one likes it or not, adverntly, most of us don't go far to support and nurture our teams ... It's a Corporate rat race and we don't want another competition (read - managing our chairs and in other words protective of self interest).

16/4/2019 11:32:16 pm

Hi Yunus. Are you saying that, in competitive environments, we sometimes don't do all that we could to support others?

17/4/2019 12:29:16 pm

Yes, certainly, Nick that's the case, people tend to pass on the needle of watch just to complete the years in a given set up and manage to save their heads at times. Subordinate Development is an academic jargon mostly in APAC Region where I had worked and currently also practising as a consultant.

17/4/2019 12:32:28 pm

Hi Yunus. You paint a fairly depressing picture! Perhaps I have been fortunate to work with many individuals and organisations who take people and organisation development very seriously. Perhaps that's because I have worked most of my life with NGOs that are very vision and values-orientated?

Ram Kumar

17/4/2019 12:33:24 pm

Hi Nick... Great read. Thanks for sharing... I would advocate LEADERS to be MINDFUL of what they are doing.. MINDFULNESS is something you need to be AWARE OF yourself..Also develop Spiritual Quotient (SQ has nothing to do with any religious or spiritual practice) it's simply to listen to your inner voice.. ..Sometimes decisions are taken emotionally which leads to catastrophe, many examples can be cited of recent leadership failures. Needless to mention past few years many leaders have failed in their ethical obligations despite their EQ supposedly high..
Where do these leaders stand? Fact of the matter is those organisations had to face the ire of stakeholders, government, brand reputation were at stake.. However, LEADERS have to be more AWARE of their own SELF.. Good read. Thanks for sharing.. Looking forward for more conversations.. God Bless.

17/4/2019 12:36:03 pm

Thanks Ram. Yes, in my experience, awareness, listening and attention are very important leadership qualities. One of the risks in busy organisations is that leaders lose touch with themselves and others. As you say, the results can be catastrophic.

Joanna Webb

18/4/2019 09:32:08 am

In my experience of working in a large corporate undergoing change Resilience us a personal journey. You can support your team to an extent as Nick says but each person has different underlying experiences and motivations These shape how they act and all you can really do in that situation is take time to truly listen so they feel heard.

18/4/2019 09:33:51 am

Hi Joanna. Yes, each person has their own journey and response to change. On that theme, you may find this related short piece interesting? http://www.nick-wright.com/blog/personal-preference-and-change

Trudi Jackson

18/4/2019 12:44:05 pm

‘Engender resourcefulness’. Love that.

18/4/2019 12:45:27 pm

Thanks Trudi! 😀

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