Does narcissism decrease with age?

A recent study from the American Psychological Association has found that people tend to become less narcissistic as they age. The study which analysed data from 51 longitudinal studies, measured how the levels of narcissism in 37,247 participants (52% female and 48% male), from aged from 8 to 77, changed over time.

Three different types of narcissism were measured. Agentic Narcissism which includes feelings of grandiosity or superiority and a strong need for admiration. Antagonistic Narcissism which includes arrogance, entitlement, callousness and low empathy, and Neurotic Narcissism involves emotional dysregulation and hypersensitivity. Overall, it was found that all three types declined from childhood through to old age and also that differences among individuals remained stable over time, so that individuals who were more narcissistic than their peers during childhood tended to remain that way as adults.

There are a number of possibilities that could explain a decrease. As people grow older, they often become less self-centred, more focused on others and emotionally stable which would correspond to a reduction in narcissistic traits such as entitlement and self-absorption. Life experiences, such as forming relationships, raising children, and facing career challenges can increase empathy, patience, and a broader perspective which can also counteract narcissistic tendencies, whilst roles often taken on by older people such as caregiving and responsibility for others, promotes selflessness and concern for the well-being of others.

Cultural norms and expectations can also influence personality traits over a lifetime. In many cultures, older adults are expected to be wise, generous, and community-oriented, which can encourage a reduction in narcissistic behaviour. Social feedback and the need to maintain relationships may also push individuals to adopt more co-operative and less self-centred behaviours as they age. Psychological growth including increased emotional regulation and improved coping mechanisms can contribute to reduced narcissism whilst the biological changes in the brain related to aging can play a role in altering personality traits, including a potential decline in narcissistic tendencies.

Living or working with someone who has narcissistic trait can be challenging and this new research may have implications not only for the lives of the narcissistic individuals but also that of their partners, friends, and colleagues.  However, although the research found that on average, narcissism gradually declines as people age, it does also show that narcissism is a very stable personality trait and that it can take decades to see any change.

Adoption and destiny

 Keywords

Resilience - Adoption – Separation – Developmental Trauma – Relationships - Destiny

In this episode of Resilience Unravelled Dr Stephen Rowley shares his career journey from public education to psychotherapy and his personal experiences as an adopted individual.

Stephen suggests that separation from birth mothers can lead to developmental trauma and that adoptees often grapple with questions of identity and belonging. He also talks about the emotional outcome when birth parents and adopted children reunite and recounted his recent encounter with his half-sister, who had completed a stint in a halfway house for drug and alcohol addiction. He then shared how, despite her struggle, his sister's brilliance and the connection they shared was truly remarkable.

Main topics

• The core experiences adoptees share.

• How separation can lead to developmental trauma

• The power and interpretation of dreams.

• How our perceptions are heavily influenced by our projections.

• The importance of embracing the unknown and the idea that life is not just a single story but a collection of different themes.

Action items

You can find out more at https://stephenrowley108.com or connect through his social links:

https://www.facebook.com/srowley108
http://linkedin.com/in/stephen-rowley-ma-lmhc-b83ab811
https://www.instagram.com/stephenrowley108/
https://twitter.com/srowley108

His book is: The Lost Coin: A Memoir of Adoption and Destiny  Learn more at stephenrowley108.com/memoir/. 

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.   

Managing change effectively

In the modern business world, the one constant is change. It’s essential for growth, adaptability, and long-term success. Organisations that embrace change with a well-thought-out strategy that involves key stakeholders are able to unlock new opportunities and overcome challenges more effectively. This was undoubtedly true during the pandemic when organisations were tested as never before. Some showed how well and how quickly they could navigate change, but many others found the fast-moving circumstances far more difficult to deal with.

Organisations that thrive are ones that can respond to an ever-changing environment but the ability to change has to be built into an organisation so it can deliver and adopt to change both in the present and future.  This requires change capability, the comprehensive and dynamic way organisations adapt, learn, and innovate, to manage change effectively. Combining leadership, culture, engagement, and strategic alignment it ensures an organisation remains resilient and responsive in an ever-changing business world.

Change capability is not just about dealing with occasional changes, it reflects a more fundamental and ingrained capacity to continuously evolve and thrive. It means an organisation can navigate its way through different types of change and respond to internal and external shifts. It shows how capable an organisation is of delivering long term change with minimal disruption to its operation and its stakeholders.

This of course makes the ability to manage and adapt to change an essential skill for any business leader. Driving change requires leaders who are adaptable and able to prepare their organisation to withstand external pressures and then come out fighting. Leaders who can’t deal with a rapid rate of change quickly lose their credibility and fail to achieve the required results. Its therefore imperative that organisations ensure that the critical capability skills of its leaders are competitive and relevant.

In today’s complex business environment organisations and leaders need the ability to navigate change. Building sustainable change capability can ensure that changes made to the structure, operation, or culture of an organisation are accepted and long-lasting, that leaders are proactive, innovative, and resilient in the face of uncertainty, and contribute to the long-term success of their organisation.

Q & A Session - January 2924

Keywords

Resilience – Toxic Resilience – Burnout – Leadership Styles - Adaptability

In this episode of Resilience Unravelled Dr Russell Thackeray answers some resilience-based questions that have been put to him recently by listeners. This is the first podcast Dr Thackeray has done in this format and he covers a range of subjects including toxic resilience and how it relates to leadership, how toxic resilience can lead to burnout, different styles of leadership and the relationship between adaptability and resilience.

Main topics

• What toxic resilience is and its connection to toxic leadership.

• Why toxic resilience is the result of leaders expecting constant strength and performance from their employees without considering their well-being.

• How toxic resilience can lead to burnout and a loss of energy needed for the job.

• The importance of adapting leadership style to fit individual needs and situations

• Why effective leadership is adaptable and driven by the task requirements, available resources, time constraints, and risk levels.

• The difference between resilience and adaptability and why adaptability is a subset of resilience.

Timestamps

1. Introductions - 00:02-00 - 00:46

2. Question 1. Is there such a thing as toxic resilience? -  01:11-04:39

3. Question 2. What would Dr Thackeray’s preferred style of leadership be? - 05:48-09:11

4. Question 3. Is there a link between adaptability and resilience? - 12:02-13:47

5. Predictions and Expectations for 2024 - 13:58-18:40

6. Conclusion and Invitation for more Questions - 18:41-18:54

Action items

• If you have any questions for future Q&A sessions, please send them to info@qedod.com

  You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.   

Weathering the Storm: How Resilient Businesses Can Adapt to Climate Change by Katie Pierce

Adapting to the effects of climate change requires resiliency, not just from governments and businesses, but also from individuals and their everyday commuting habits. It is the only way we can build a sustainable future while weathering the storm. For businesses, adapting to climate change goes beyond protecting the environment. It also means surviving and thriving in the future. 

In this article, we will discuss how resilient businesses can stand strong in the face of climate-related challenges. 

Why Resiliency Matters in Adapting to Climate Change

Resilience is crucial in adapting to the impacts of climate change. It means having the capacity to bounce back quickly when we're knocked down.  Resilience is necessary to withstand extreme weather events such as floods, droughts, and hurricanes, and to reduce the potential for long-term harm. Building resilience can also help mitigate the impacts of climate change in the long term. Investing in resilient infrastructure, such as green roofs and permeable pavements, can protect communities from flooding and reduce greenhouse gas emissions.  Resilience is not a luxury, it's a necessity if we want to adapt to the challenges that lie ahead. It is needed to create a more sustainable future for ourselves and future generations.

Risk Assessment and Management

In today's rapidly changing climate, a savvy business understands the imperative of risk assessments to confront potential environmental challenges. But it's not enough to simply check the box and move on. To truly fortify their resilience, a wise enterprise invests in analysing these risks with a discerning eye, prioritising them based on their potential impact. Only then can they craft effective risk management plans, ready to withstand even the most daunting of scenarios. Yet, it doesn't end there. A truly resilient business remains nimble, consistently updating its risk assessments as new data and insights come to light. This adaptability allows them to stay ahead of emerging risks, a crucial asset in today's ever-changing landscape.

Adaptation Planning

In the face of an ever-evolving climate, a resilient business recognises the need for targeted adaptation plans designed to suit the unique risks they face. These plans go beyond just identifying potential threats. Instead, they leverage specific changes to operations, infrastructure, and supply chains to reduce vulnerability and build enduring fortitude. With such foresight and agility, a savvy enterprise can not only weather the storm but thrive in the midst of uncertainty, carving out a path to sustainable success.

Diversification

A truly resilient business understands the importance of diversification - in operations, supply chains, and beyond. By broadening their horizons, they reduce their dependence on any single geographic region or resource, effectively insulating themselves from the impacts of climate change. This means looking for alternative sources of raw materials and energy or even exploring new markets altogether. Doing so not only mitigates risk but also sets a business up for sustained growth and prosperity. In today's ever-shifting landscape, a willingness to adapt and explore new horizons is not just smart business - it's essential for survival.

Innovation

A resilient business doesn't just rely on old strategies to weather the storm of climate change. Instead, they cultivate a culture of innovation - one that encourages employees to think outside the box and develop novel solutions to complex challenges. By embracing emerging technologies, business models, and approaches, such an enterprise stays ahead of the curve. They adapt to evolving conditions and identify new opportunities that arise as a result of climate change. Through a willingness to experiment and explore new frontiers, a forward-thinking business can not only survive but also thrive. In the process, transforming adversity into opportunity and charting a path to long-term success.

Collaboration

Resilient businesses don’t just go it alone - they understand the power of collaboration. By working hand-in-hand with other stakeholders - from governments and NGOs to local communities - a savvy enterprise can develop the effective strategies needed to tackle the long-term challenges of climate change. Fostering collaborative partnerships and engaging with relevant stakeholders allows a business to tap into valuable insights and support. In turn, this builds the resilience needed to thrive in an ever-changing world.

In short, the path to success isn't a solitary journey - it's a shared one. It’s built on the foundations of trust, partnership, and the willingness to work together towards a common goal.

Climate-Related Financial Disclosure

The disclosure of financial risks and opportunities related to climate change is known as climate-related financial disclosure. It is an essential tool for businesses to manage their exposure to climate change risks and identify opportunities for growth and innovation. Resilient businesses recognise the importance of climate-related financial disclosure as it helps identify and mitigate climate change risks. It also provides stakeholders with a better understanding of the company's exposure to climate change. Climate-related financial disclosure also helps companies demonstrate their commitment to sustainability and responsible environmental practices, attracting investment from environmentally conscious investors.

Summing Up

Climate change presents significant challenges for businesses of all sizes and industries. However, by building resilience, businesses can effectively adapt to these challenges and position themselves for long-term success. 

If you want to learn more about resiliency in business, contact QED.

Guest Author

Katie Pierce is a teacher-slash-writer who loves telling stories to an audience, whether it’s bored adults in front of a computer screen or a bunch of hyperactive 4-year-olds. Writing keeps her sane (most of the time) and allows her to enjoy some quiet time in the evening before she walks into a room of screaming kids (all of whom she loves dearly) the next morning.

Mastering the nine pillars of resilience

Dr Stephen Sideroff started his career as a research looking at a learning and memory. He then moved into clinical work where he quickly realised stress was a major modulator of how people felt. They could be feeling really good but as soon as the amount of stress in their life increased, their coping abilities become strained and they began to develop different kinds of symptoms. He realised that if he helped people deal with stress it would help in all areas of their lives.

Dr Sideroff feels that people have a lot of ambivalence about managing stress because not all stress is bad and also because many of our successes are accompanied by stress. Because of this he switched to a more positive concept of resilience that he finds people are more attuned to.  As a result he developed his own nine pillar model of resilience. Stephen’s nine pillars encompass three different areas:

1. Relationships

a. Relationship with self. This is the foundation of all the other pillars. How you relate to yourself. Do you come from a place of love, acceptance and compassion or from a place of judgement, criticism and negativity.

b. Relationship with others. Do you have good boundaries. Can you make good choices in who you choose as people to relate to. If you have no choice eg a boss or colleague can you maintain good boundaries so you don't absorb negative or conflictual energy.

c. Relationship with something greater. This includes spirituality and having meaning in life. Having purpose or giving service, something that connects you to the larger community.

2. Balance and Mastery

a.    Physical balance and mastery. This is usually what people refer to when they talk about stress management.  Being able to relax readily, getting a good night’s sleep and being able to keep your nervous system in a place of balance.

b. Cognitive balance and mastery. This is about having a positive outlook and expectations. It doesn't mean you ignore dangers but once you've planned for them and handled them you switch into a more positive frame of reference.

c. Emotional balance and mastery.  Are you able to notice feelings that arise in your body and do you handle them appropriately so that you can let them move through and out of your body and not carry any excess emotional baggage

3. How we engage in the world

a.    Presence. People usually refer to being aware of your surroundings and being present in the moment. Stephen looks at two directions of presence. One is what I’m receiving and being aware of my environment and the second is my presence. What is the energy I project out to the world and that includes facial expression, posture etc.

b.    Flexibility. Am I able to make adjustments based on current circumstances. This has been very important over the last couple of years as paths of success have been blocked because of the pandemic. Are we able to make adjustments so that we can still get satisfied. Are we able to have different perspectives and also see those of other people. It’s about flexibility on many levels.

c.     The ability to get things done. We’re able to go out into the world. We have courage, persistence and perseverance so we can be successful in life. When we are successful it increases our sense of agency and self-confidence and then we experience stresses less impactfully.

One of the things about resilience is that it takes challenges to become more resilience. Challenges are resilience fuel. Dr Sideroff found his challenges in relationships, moves to different locations and jobs as well as challenges in the jobs forced him to challenge himself and become more resilient. He worked for fifteen years as an apprentice to a shaman which showed him a whole different way of viewing the world. It was in those years that he broke through some of his own defenses. He feels we can’t stay just on the surface of life.  The wounding is what breaks us open and causes us to reach deeply inside ourselves. All of this was what shaped him and how he approaches resilience.

Dr Sideroff has used biofeedback in and research biofeedback for many years. Biofeedback is a way of monitoring some aspects of your physiology and feeding that back to the person you’re working with or yourself. When you make an adjustment physiologically you get immediate feedback letting you know of your success so its an optimum conditioning or learning model that helps us tune in better to our bodies so we get into a better place of physiological balance.

Neurofeedback monitors brainwave patterns so you are able to get more directfully to the origins of physiological control For example, Dr Sideroff participated in a research study where they went into a drug treatment facility where they did a series of neurofeedback sessions. The first stage was to help people become more present by enhancing their access to prefrontal cortex and the cortex in general so it helped with attentional issues and being able to focus. They then shifted into another neurofeedback approach called Alfa Beta. This creates a deep state, a beta state in which memories can come up. Trauma can also come up but in the context of a very calm state so it’s a way of helping someone move through their trauma and be able to let go of it. It had tremendous success in the research study where there was twice as much abstinence two years post treatment as in the control group and 77% after three years.  This helped to put this kind of neurofeedback model into a number of drip drug treatment centres.

Resilience is a lens that brings together many schools of thoughts into a more tangible set of circumstances. Right now Dr Sideroff feels it is very important for people to learn resilience. We are all faced with huge challenges in the world. The complexity of life right now and with the pandemic and war in Ukraine makes it really challenging people all over the world. Resilience is a fluid kind of concept because it’s always about the best way of being in the present moment.

The future is evolving so quickly in comparison to the last twenty years. We are moving to adaptability and the reinvention of the future for ourselves.  There are some factors that interfere with our adaptability. If we adapt very well to our childhood environment that adaption can get locked so we carry the same type of adaption into adulthood.  If we have difficulty adapting to the adult environment it may be because we carry the lessons of our childhood into adulthood. If we grow up in a very dangerous childhood environment where we are always on the lookout for danger as an adult we keep our stress response activated much more that it needs to be. The lessons of childhood very frequently get in the way of fully adapting as an adult.

You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.

You can find out more or take Dr Sideroff’s resilience challenge or download a relaxation visulisation exercise at drstephensideroff.com  

A resilience assessment booklet is available by emailing sideroff@ucla.edu