Its seems as if a kind of “tough love” is required as leaders juggle the expectations and ambiguities of the business with the emotional and physical needs of the team and in return, expect their people to perform brilliantly every day.
Resilience is about maximising potential, making the most of what you have to perform more efficiently. It allows us to innovate, learn and become more creative. It helps us pull through change and achieve high objectives by improving potential and boosting performance.
Building our capacity for resilience increases our capacity to perform. So effective leaders need to be able to spot when resilience is being compromised in themselves and their teams. They then need to develop it or create the right environment for resilience to flourish so that it’s there when it is needed.
Leaders need to be skilled enough to have dynamic adult relationships, notice behaviour that is not the norm and be concerned enough about people to want to know what is going on. If people are tired and losing focus, then we know that their resilience has been compromised. Having the toolkit, knowing what questions to ask, being concerned enough to ask them and listening to the answer is an extremely useful resilient leadership skill to have.
We know that great leadership performance can be created ‘on purpose’ and deliver predictably outstanding results, so we develop resilient leaders who:
- Have honest relationships with people
- Can discuss behavioural performance with people
- Are aware of how they and others ‘tick’
- Encourage useful and stimulating conflict and challenge
- Have a strong sense of purpose and encourage people to join them on their journey
- Balance innovation and imagination with a desire to execute
- Solve problems and seize opportunities one step at a time
- Can endure difficulty and reliably deliver
- Are aware of risk and see risk as a series of manageable tasks
- Are clear about process and the part they should play in releasing the potential and capacity of people to build solutions
- Are aware of stress and pressure in themselves and in others and seek to build capacity to help cope in the times when resilience is needed
Difference is about risk and people with high resilience have a greater tolerance for risk. Difference is a sign that innovation is working and that diversity is taking place, somewhere people can get passionately engaged in professional disagreements but not get bent out of shape. Organisations need to have ideas that are different from the norm, not be threatened by them but evaluate them properly and implement them if required.
Let’s help leaders remove the anxiety of change and empower their people to perform at their best.
This programme can either be a one-day training course, a session at a conference or coaching for individuals. Content includes:
- Moving from a culture of entitlement to that of accountability.
- Understanding the myths and disempowering ideas of ‘engagement’ and happiness
- Understanding the need to build systems and strategies around respect and tolerance
- Understanding your style as a leader and where your style creates excessive drama
- Understanding team ‘drama’ and how to mitigate it
- Four skills to help drive accountability and reality focus into yourself and the people around you
- How to drive ‘drama’ out of the culture
By the end of the programme, leaders will have:
- A toolkit to liberate themselves from the ‘drama’ in the team
- A method to assess accountability and foster potential and learning
- An appreciation of how to really transform performance
- An approach to ensure teams are ‘change-ready’ so ‘change resistance’ is eliminated
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