Wellbeing in the Workplace: Who’s Responsibility?

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Wellbeing: Whose responsibility is it?

Wellbeing in the workplace is a hot topic at the moment, but do we really understand what it is all about.  On the news, they are talking about Mental Health.  So what does it mean and is there a difference? Whose responsibility is it?

Any role that is customer facing is stressful. The Service Desk Institute realise how difficult it can be for Service Desk staff to know how to cope with stress and how critical it is to have the right support in place.

I joined the Service Desk Institute 2018 conference as one of their leading breakout speakers to discuss the importance of wellbeing in the workplace.

Is Wellbeing just a management issue?

In the dictionary wellbeing is described as “the state of being comfortable, healthy, or happy”.  Mental Health is described as “a person’s condition with regard to their psychological and emotional well-being”.  So basically it is all about a person being well.

We all have responsibility for ourselves so our Wellbeing is the responsibility of each person.  If work is stressful though is it then a management issue?  To avoid work-related stress, wellbeing initiatives should ideally originate from the boardroom, in order to bring about positive and lasting change.

Having the right support in place, should staff need it, is key.  Depending on the nature and size of the business this can vary from very small companies where everything is managed through Human Resources to having Work Place Assistance programmes in place, medical insurance, an on-site Medical team, Wellbeing Strategies and training to name but a few.  Do employees know where to find help and is it fit for purpose?

All about the team

What if one of your team members having difficulty?  If you are the team manager it is definitely part of the job description, yet often managers are too busy doing the day job to notice the early signs of something being amiss with a member of staff.

Could you offer a listening ear?  As part of a team, the culture should be to support each other.  That is what a high performing team does.  Each person is very aware of their role and how they contribute to the success of the team.  They know that each member has to be operating to the best of their ability for the whole team to be operating at their best.  They support each other.

So no, it is not just a management issue, it is everyone’s responsibility to look after themselves and to look after each other.

Call me to finding out more about how to support your employees then I would love to connect.

Here’s my calendar link to make finding time easy.

Mental Health at Work

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Mental Health at Work – Time for a Different Approach

In today’s fast-paced and high-stress professional work environment, mental health has emerged as a significant concern. Unfortunately, there is still a prevalent stigma surrounding mental health, largely due to the misperception of its intangibility. Many individuals tend to believe that what is invisible is unmeasurable and, therefore, unworkable. Consequently, mental health is often considered harder to prevent, detect, and manage compared to physical problems. However, it is high time we challenge this notion and adopt a fresh approach to prioritize mental health in the workplace.

The Hiring Challenge

Traditional hiring processes often focus solely on technical skills and experience, neglecting the importance of assessing an individual’s mental wellbeing. By expanding the hiring metrics to include psychological wellbeing assessments, organisations can identify candidates who possess not only the necessary qualifications but also the resilience and emotional intelligence to thrive in a high-stress environment. Also having training in place to support and develop people in this area can be an attractive proposition for potential employees and a value add for those already working for you.

You have the metrics if you have a workforce that is struggling. You will see it in your sickness report. If they are doing fine you will see it in their productivity and in their employee feedback questionnaires. Not tracking those already then it is time to start. In companies that have developed organically, with everyone knowing each other, these types of metrics can be sidelined. They are very important things to measure. Start before you really need them, because you will need them.

How to Cope:

Promoting mental health at work is a shared responsibility between employers and employees. It is crucial to create an open and supportive environment where individuals feel comfortable discussing their mental health challenges without fear of judgment. Encouraging open communication, providing access to mental health resources, and offering flexible work arrangements are effective coping strategies that foster a mentally healthy workplace. this will only happen when mental health is spoken about openly from the top of the organisation down.  If I am having a challenging time I share it with those working around me. How can I expect others to share unless I am prepared to go first!

A New Approach:

To combat the intangibility stigma associated with mental health, organisations should adopt a holistic and proactive approach. This approach involves investing in comprehensive resilience training for all employees, including managers and supervisors. By equipping individuals with the knowledge and tools to understand and support mental health, organisations can effectively prevent, detect, and manage mental health issues before they escalate.

Understanding Brain Functions:

Educating employees about the basic functioning of the brain can empower them to recognize the signs of mental health problems and seek appropriate help. By understanding how stress impacts the brain and learning effective stress management techniques, employees can develop resilience and improve their overall wellbeing.

Employee Happiness:

While financial compensation is important, it is not the sole determinant of employee happiness. Organisations should consider factors beyond salary, such as providing opportunities for growth, recognition, and work-life balance. Creating a positive work culture that values mental well-being and offers appropriate support systems can contribute significantly to employee happiness and overall job satisfaction.

Embracing Diversity:

A diverse workforce brings unique perspectives and experiences, fostering creativity and innovation. Organizations that value diversity and create an inclusive environment for all employees demonstrate their commitment to mental health. By celebrating individual differences and promoting equality, organizations can cultivate a supportive workplace culture that enhances overall well-being.

It is essential to challenge the misperception that mental health is intangible and unmeasurable. By adopting an innovative approach, organisations can prioritize mental health in the workplace and promote a culture that supports wellbeing. Through comprehensive hiring metrics, coping strategies, education on brain functions, fair pay rates, and embracing diversity, we can create mentally healthy workplaces where individuals can thrive both personally and professionally. Let us take the first step towards positive change and embrace a fresh perspective on mental health at work. Together, we can make a difference.

 

Legal Profession Employee Challenges

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Navigating the Challenges: A Coach’s Perspective

In today’s fast-paced and ever-evolving legal landscape, the challenges faced by employees in the legal profession are numerous and demanding. As managers, it is essential for you to understand and address these challenges to create a supportive and empowering work environment. Let’s explore some of the key hurdles faced by legal professionals in the UK and discuss how a coaching approach can help overcome them.

Work-Life Balance

One of the foremost challenges faced by employees in the legal profession is maintaining a healthy work-life balance. The demanding nature of legal work often leads to long hours, tight deadlines, and high-stress levels. This can have a detrimental impact on employees’ well-being, productivity, and overall job satisfaction. As a coach, I can help managers create strategies to promote work-life balance, such as implementing flexible working arrangements, fostering a culture of self-care, and encouraging open communication about workload concerns.

Burnout and Mental Health

The legal profession is known for its high-pressure environment, which can contribute to burnout and negatively affect mental health. Persistent stress, heavy workloads, and the need to meet client expectations can leave employees feeling overwhelmed and emotionally drained. As a coach, I support managers in recognising the signs of burnout and implementing preventative measures. This may include facilitating stress management workshops and encouraging regular breaks and vacation time.

Career Development and Progression

Employees in the legal profession often face challenges related to career development and progression. The industry is highly competitive, and employees may struggle to find opportunities for growth or advancement. By adopting a coaching approach, managers can provide guidance and support to help employees identify their career goals, create personalised development plans, and offer relevant training and mentorship opportunities. This fosters a culture of continuous learning and professional growth.

Diversity and Inclusion

Promoting diversity and inclusion within the profession is a critical challenge that managers must address. Employees from diverse backgrounds may face biases and barriers that hinder their career advancement. As a coach, I can assist managers in implementing strategies to foster a more inclusive workplace. For example, could include unconscious bias training, creating mentorship programs, establishing diverse hiring practices, and promoting open dialogue about diversity-related issues.

Technological Advancements

The legal profession is experiencing rapid technological advancements that are transforming the way legal services are delivered. However, adapting to new technologies can be daunting for employees, especially those who are less tech-savvy. It is essential to support the integration of technology into legal workflows, provide training and support for employees, and ensure that technological advancements are embraced as opportunities for efficiency and innovation rather than seen as threats.

As managers in the legal profession, it is crucial to recognise and address the challenges faced by employees. By adopting a coaching approach, you can empower your employees, promote their well-being, and drive their professional growth. Remember, a supportive and inclusive work environment is not only beneficial for the employees but also for the overall success of your organisation.

If you require further guidance or support in navigating these challenges, I am here to help as a coach. Together, we can create a thriving legal profession that fosters employee satisfaction, productivity, and success.

Building a Culture of Wellbeing

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Metrics That Matter

In today’s competitive business landscape, companies are recognising the value of prioritising employee wellbeing. This is not just as a means to enhance productivity, engagement, and retention. A critical component of fostering a culture of wellbeing lies in the hands of the Human Resources (HR) team. By effectively measuring key metrics, HR professionals can gain insights into the overall health and satisfaction of the workforce. Let’s explore what your HR team should measure. How do those metrics contribute to cultivating a culture of wellbeing within your company?

Employee Engagement:

Measuring employee engagement is a foundation for understanding the level of commitment and motivation within your workforce. By utilising surveys, feedback mechanisms, and performance evaluations, your HR team can assess factors such as job satisfaction, alignment with company values, and work-life balance. These metrics provide invaluable insights into the overall wellbeing of employees and identify areas for improvement. Engaged employees are more likely to experience a sense of purpose, take ownership of their work, and feel supported, leading to increased productivity and a positive work environment.

Wellness Programs Participation:

Wellness programs have gained significant traction in recent years and for good reason. By tracking the participation rates and analysing the impact of these programs, HR teams can gauge the level of interest and engagement in employee wellness initiatives. Metrics such as attendance at fitness classes, use of mental health resources, and adoption of healthy lifestyle activities can help assess the effectiveness of these programs. Regularly evaluating participation rates and soliciting employee feedback ensures that wellness initiatives align with the evolving needs and preferences of your workforce. It helps reinforce a culture that prioritizes wellbeing.

Employee Absenteeism and Sick Leave:

Monitoring and reviewing data on employee absenteeism and sick leave provides valuable insights into the physical and mental health of your employees. By identifying patterns and trends, HR teams can proactively address potential underlying issues, such as excessive workloads, stress, or burnout. This data enables companies to develop targeted interventions and support systems, promoting a healthy work-life balance and reducing the negative impact of absenteeism on productivity and morale.

Diversity and Inclusion Metrics:

Inclusion and diversity are integral components of a thriving culture of wellbeing. HR teams should measure metrics related to diversity representation, equal opportunity practices, and inclusivity initiatives. Tracking data on employee demographics, pay equity, and promotion rates provides valuable information on the progress and effectiveness of your diversity and inclusion strategies. Cultivating a diverse and inclusive workplace fosters a sense of belonging and psychological safety. These are vital for employee wellbeing and overall company success.

Employee Feedback and Surveys:

Regularly seeking employee feedback through surveys, focus groups, and one-on-one discussions is a powerful tool for understanding the pulse of your company. HR teams should measure metrics related to employee satisfaction, happiness, and overall wellbeing. This data provides actionable insights for improving policies, procedures, and the work environment. By actively listening to employee feedback, companies demonstrate a commitment to their workforce’s wellbeing. They create an open and transparent culture that values employee input.

Measuring the right HR metrics is instrumental in creating a culture of wellbeing within your company. By tracking employee engagement, wellness program participation, absenteeism, diversity and inclusion, and employee feedback, HR teams can gain valuable insights into the overall health and satisfaction of their workforce. These metrics enable companies to proactively address areas of improvement. Also aiding implement targeted interventions, and creating a supportive work environment that fosters employee wellbeing. Investing in these measurements not only leads to enhanced productivity and employee retention.  But it also reflects a commitment to the holistic success and happiness of your most valuable asset—your employees.

Are you tracking the right data for your company and what is it telling you? Perhaps you outsource HR. in which case, who is doing this role and do you have the right metrics in place? As companies grow organically, these elements can often be missing.  Would you like to discover what your metrics are telling you and how you can improve your company’s competitive advantage? Sign up for a Real Resilience Audit.

Want to know more? book a 30-minute discussion with our MD.

https://calendly.com/alisoncharles/30min

 

 

Nurturing Employee Resilience

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How Coaching Can Unlock Your Team’s Potential

Coaching Plays a Significant Role

Today, let’s delve into a topic that’s crucial for fostering a thriving workplace: employee resilience. In an ever-changing business landscape, resilient employees can be the driving force behind your team’s success. And guess what? Coaching plays a significant role in nurturing and enhancing that resilience. So, grab a cup of coffee, settle in, and let’s explore why employee resilience matters and how coaching can help your team reach new heights.

Understanding Employee Resilience

Picture this: A team facing a setback, be it a project gone wrong or unexpected challenges in the market. How do your employees respond? Are they able to bounce back, adapt, and keep moving forward? That’s where employee resilience comes into play. Real Resilience refers to the capacity to navigate through adversity, bounce back from setbacks, and maintain optimal performance despite challenging circumstances.

Why Does Employee Resilience Matter?

  1. Thriving through Change: In today’s fast-paced business environment, change is inevitable. Resilient employees can handle transitions more effectively, whether it’s adapting to new technology, shifts in organizational structure, or market fluctuations. They embrace change with open arms, driving innovation and growth within your team.
  2. Overcoming Challenges: Every workplace faces obstacles along the way. Resilient employees view these challenges as opportunities for growth rather than roadblocks. They stay focused, maintain a positive mindset, and find creative solutions to overcome hurdles, fostering a culture of problem-solving within your team.
  3. Emotional Well-being: Resilient employees possess higher emotional intelligence, enabling them to manage stress, maintain a work-life balance, and cultivate strong relationships with their colleagues. By prioritizing emotional well-being, you can create a positive work environment that boosts employee engagement and satisfaction.
  4. Sustainable Performance: Resilience acts as a buffer against burnout, ensuring that your employees can sustain high-performance levels over the long term. When faced with demanding deadlines or increased workloads, resilient individuals are better equipped to handle pressure, maintain productivity, and prevent exhaustion.

The Role of Coaching in Building Resilience

Now that we understand why employee resilience is vital, let’s explore how coaching can be a powerful tool in developing and strengthening this attribute within your team.

  1. Self-Awareness and Mindset Shifts: Coaching provides a safe space for employees to reflect on their strengths, weaknesses, and personal triggers. By fostering self-awareness, coaches can help individuals identify their default responses to adversity and guide them toward cultivating more resilient mindsets. These mindset shifts enable employees to embrace challenges and setbacks as opportunities for growth rather than sources of despair.
  2. Building Coping Strategies: Effective coaching equips employees with practical coping strategies to navigate difficult situations. Coaches can help individuals develop adaptive thinking patterns, problem-solving skills, and stress management techniques. These tools empower employees to bounce back stronger, maintain focus, and find innovative solutions when faced with obstacles.
  3. Encouraging Growth Mindset: A growth mindset is an essential element of resilience. Coaches play a crucial role in fostering this mindset by challenging limiting beliefs and encouraging a focus on continuous learning and development. Through coaching, employees can adopt a growth-oriented perspective that embraces failure as a stepping stone to success, thereby boosting their resilience in the face of setbacks.
  4. Providing Support and Accountability: Coaches offer valuable support and accountability throughout the resilience-building journey. They act as trusted guides, providing feedback, encouragement, and guidance when employees encounter challenges. With the help of a coach, employees feel supported in their pursuit of resilience. Eventually enhancing their motivation and commitment to personal growth.

As office-based managers, it’s essential to recognize the significance of employee resilience.

For more of our blogs covering resilience and more topics, click here

Are Employees Struggling, Being Back in the Office

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Some employees are struggling with being back in the office. Quite a few companies require employees to return to the office full-time or increase the number of days. I have definitely noticed a trend so far in 2023. I know many people who are being urged to amp up their office presence. Typically, the request is for an increase of 3-4 days a week in the office.

Is the remote working trend slowly dying off? Is hybrid still an option for many? How do the employees feel about this? These are the questions that struck me as I researched whether the trend was more widespread and how employees really feel about it.

According to Business Insider, larger companies are mandating that employees need to be back in the office full-time. Many employees were so upset with the reversal of flexible working policies that they filed a petition against the changes. Others have been reported in many articles citing headlines like “Return to Work Wars”.

The Companies Mandating Employees Return to the Office (businessinsider.com)

Remote and hybrid

Remote and hybrid ways of working have a lot of benefits, such as flexible hours and the ability to work from anywhere in the world. But it can also be difficult to get work done when you’re isolated from others.

According to the CIPD “More action is needed to increase the uptake of a range of flexible working arrangements to create more inclusive, diverse and productive workplaces that suit both the needs of organisations and individuals.”

Clearly, the best practice is seen to be giving employees the option of flexible working. The CIPD is campaigning for it. Gallup poll data shows that employees are leaving if they are not getting the flexibility they want. So what is the issue with employers continuing to embrace it?

The CIPD Good Work Index points to a number of barriers to be overcome:

  • Line manager attitudes
  • Lack of senior-level support
  • Concerns about meeting operational and customer requirements
  • The nature of the work people do.

A two-tier system?

Many people moved out of cities during the pandemic, myself included. Now there is a split between those that are still local and able to travel into the office regularly, and those that are mostly remote with only the occasional trip in. Roughly once a month or less is what I see.

Is this causing a two-tier system between the employees with remote workers being more isolated and cut off from the rest of the workforce? When everyone was working from home, most employees made an effort to ensure more effective and frequent communication. Are the people back in the office forgetting to do this, now the majority of people are available for face-to-face meetings on a regular basis? The people I have spoken to report feeling more cut off from their office-based peers. They also report that they are finding it more difficult to find out information as people forget to keep them in the loop.

This situation supports neither the employee nor the organisation, so it is failing on both counts.

Why are employees struggling?

According to the latest Gallup research, six in ten employees with remote-capable jobs want a hybrid work arrangement. One-third prefer fully remote work, and less than 10% prefer to work on-site.

While some employees may be happy to return, others prefer the ability to get work done without interruptions and no commutes. For these employees, the thought of returning to the office stirs up anxiety and even dread.

The reasons for return-to-office dread are very personal and vary so much between individuals. Some are worried about losing the free time they’ve gained without a commute, the ability to pick up the kids, or throwing some laundry in the washing machine between meetings. Many found that office politics were less when home-based while others dread going back to that soul-destroying commute.

Research worldwide has many psychologists convinced that the mental and physical stress of a long commute is rarely worth it. If you have a long commute, it’s taking the place of something in your life that’s healthy. It also reduces time with your family and friends.

However, some people are actually enjoying being back, that they are back into the routine. A recent study by the BBC found that, after years of resisting, some workers are back at their desks. The secret? They don’t hate it. They are enjoying the camaraderie and the fact that you can go seek people out and sort problems quickly.

You can read more about their perspective here: The workers quietly backtracking on return-to-office – BBC Worklife

Are employees more productive in the office?

Gallup data show that spending two to three days in the office during a typical week tends to lead to the highest levels of employee engagement, and tends to reduce burnout and intentions to leave the organization. However, employees’ unique job responsibilities, as well as their team’s collaboration and customer service requirements, should be considered when determining hybrid work schedules. For instance, highly collaborative jobs requiring frequent real-time interactions often benefit from more time in the office than jobs that are done mostly independently.

A study by Forbes found that employees who work remotely are three times as likely to struggle with productivity as those who work in an office setting. There are a few reasons for this:

  • Employees struggle because they have less face-to-face interaction with their boss, which can lead to decreased motivation and increased distraction.
  • Employees who work remotely often have to rely on technology to stay connected, which can lead to less effective communication.
  • Remote workers are less likely to get feedback on their work, which can lead to frustration and a decreased level of productivity.

In order for employees to be productive in the office, they need to have a balanced routine that includes face-to-face interaction, good communication tools, and regular feedback.

What about Gen Z?

I am particularly interested to read an article about Gen Z workers and how they are starting on the back foot, in terms of understanding the work environment. Particularly the experience they gain from osmotic communication and being set up for success at work, by being co-located and learning from those around them. Some experts feel that entry-level workers are missing out on picking up vital cues that guide behaviour, collaboration, and networking. It is making fundamental work much harder to achieve. What is the etiquette and the norms? Who should you call? How should they be contacted? Are some people out of bounds? Plus a whole host of other questions they need to be answered.

The experience is leading to a whole different area of anxiety for these employees. Of course, it’s not the case that every new Gen Z worker is struggling. But for many of these inexperienced employees, virtual work settings can exacerbate new job stress.

What does the future look like?

I can see the pros and cons of both the argument for flexibility from the employee, and at the same time, the data backing up the need for regular time in the office.

Being in the office supports both the integration and productivity of the team. The sharing of osmotic communications. The passing on of tacit knowledge. The ability to be able to hash things out and spark ideas of each other.

At the same time the need to support employee mental health and wellbeing. Enabling flexibility and being a more inclusive organisation that supports everyone’s needs is critical.

I worked for years in large global, diverse organisations. That was back in the day when companies could afford to pay for employees to get together at least annually, from all around the world. There was definitely an understanding that the team-building element that this enabled was critical. However, I still managed to build lasting relationships with remote colleagues that I never met in person. It just took a lot more work.

My conclusion is that all is possible. With a lot of work. For me though, hybrid working gives the best of everything. It will enable the needs of the organisation and support the employees at the same time. At the end of the day what most people want is choice.

In a climate where finding talent is exceedingly difficult, as an employer you better start listening!

Wellbeing in a Changing Organisation

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What is Well-being?

Well-being is the feeling of being well and being able to take life in your stride. Gallup encapsulated the breakdown of wellbeing in their book “Wellbeing at Work”, breaking it down into 5 key aspects of wellbeing, that I believe, describe the different elements exceptionally well:

  • Career well-being: You like what you do every day.
  • Social well-being: You have meaningful friendships in your life.
  • Financial well-being: You manage your money well.
  • Physical well-being: You have the energy to get things done.
  • Community well-being: You like where you live.

Work is such a significant part of our lives that it is a fundamental pillar and the foundation for all others.

A cost of £117.9 billion

Mental health problems cost the UK economy at least £117.9 billion annually according to a report published today by the Mental Health Foundation and London School of Economics and Political Science in March 2022. The cost of mental health problems is around 5% of the UK’s GDP. The report, ‘The economic case for investing in the prevention of mental health conditions in the UK’, makes the case for a prevention-based approach to mental health which would improve mental well-being while reducing the economic costs of poor mental health.

This is just mental ill health. This excludes statistics on physical and emotional ill health.

How do you create wellbeing?

As a former corporate businesswoman, leadership trainer, and well-being consultant, I have extensive experience leading discussions on well-being and the negative impact of toxic work environments. It’s not uncommon for people to feel micromanaged by their boss, undervalued in their position, and generally unhappy with their job – even if it pays well. If you find yourself in this situation, it’s important to try and change things up or find a new job altogether. Life is too short to be unhappy with your career! The impact of all of this on your well-being is too high a cost!

For most people, there are danger signs that they ignore, before they get help for depression and stress. Pain is a common one, especially neck and back pain. Also, headaches, migraines, and fatigue are all very common too. This is often the time that they come along and see me, and it takes a while to get to the real root cause of the problems.

Of course, all this means that the individuals are taking the time off sick. No one can be productive if they feel unwell. Then someone has to pick up the slack and then they struggle with their wellbeing too. It is a vicious cycle!

How this is managed and how leadership creates the culture of the organisation at all levels, is the key to how you create wellbeing. It does not stop there though, wellbeing is the responsibility of everyone at all levels of the organsiation.

Leadership has a profound impact

Leadership has a profound impact on the well-being of their employees which in turn positively impacts productivity, company profitability, and stability. When employees feel valued and are able to contribute to the company in a meaningful way, they are more likely to remain loyal, and creative and be team players – all of which factors contribute to a positive customer journey. This is especially important during times of talent shortages, being seen as a company of choice that values its employees. It has to be about more than just profitability and productivity. There has to be genuine understanding and empathy too.

10 Key tips to Incorporating Well-being into your organisation

  1. Conduct a survey to assess how employees feel about the company approach to well-being currently
  2. Form a focus group with employees at all levels of the organisation.
  3. Lead it top-down and design it bottom-up. Make sure all levels of leadership are on board.
  4. Announce the strategy and associated initiatives to all employees and explain how it will support them.
  5. Ask for feedback and adapt as necessary.
  6. Have a review board to keep energy moving and ensure the initiative is adapted and kept current.
  7. Train people to be well-being champions.
  8. Develop Key performance indicators from current metrics measured in the organisation like absenteeism and productivity. Work very closely with HR.
  9. Train leaders and provide ongoing support
  10. Conduct a follow-up survey every 6-12 months and measure progress.

 

Becoming a Resilient Leader – Three Elements

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The Resilient Leader

It’s tough being a leader but being a resilient leader can help. The responsibilities are many, and the pressures can be overwhelming. That’s why resilient leaders are the ones that survive and thrive. Resilient leaders are able to work through the challenges they face. They are able to adapt to their environment and refocus their energies on the tasks at hand. This blog will focus on three qualities that resilient leaders must have, and how you can instill these qualities in your own leadership style.

The resilient leader is able to handle difficult situations and maintain a positive attitude. They can also inspire and motivate their team to a higher degree than their counterparts. Resilience is essential in a leader, as it allows them to overcome difficult experiences. This can be seen in the way they respond to challenges, remain calm under pressure, and stay focused on the task at hand. Being better at building trust with their team they are seen as honest and trustworthy. Being able to show empathy for their team members and understand their needs is also key. This makes it easier for them to provide support when needed and build relationships with their team members.

What are the keys to becoming a resilient leader?

There are many qualities that are essential for effective leadership, but one of the most important is resilience. Resilient leaders are able to weather the storms of adversity and emerge stronger and more successful than ever before. They possess an inner strength and fortitude that allows them to keep going even when things are tough.

There are several key traits that resilient leaders share:

  • They are positive and optimistic, even in the face of adversity.
  • Have a strong belief in their own ability to overcome challenges and achieve their goals.
  • Are tenacious and persistent, never giving up even when the odds seem insurmountable.

Becoming a resilient leader requires more than just possessing these qualities, it also requires a willingness to face challenges head-on and a commitment to never giving up. It means having the courage to take risks and the determination to learn from your mistakes. If you can develop these qualities, you will be well on your way to becoming a resilient leader.

The 3 Elements

Resilience is your ability to maintain a positive mindset in the face of difficulty or adversity. To be a resilient leader, you need to have three key elements: accountability, adaptability, and emotional intelligence.  Adaptability means being able to change your methods or approach when needed in order to succeed. And accountability means having someone you can trust who will hold you accountable for your actions and results. Emotional Intelligence means being aware of your impact o others and modifying as necessary.

Each of these three elements is necessary for a successful leadership career. By developing resilience, adaptability, and accountability within yourself as a leader, you will be better equipped to face any challenge head-on and come out on top.

Firstly experience is key. A resilient leader has probably been through some tough times and knows how to recuperate from them. They have a deep understanding of themselves and their team, which allows them to better anticipate and respond to challenges.

Secondly adaptability: Having strong emotional control and not allowing negative events or emotions to get the best of them. This allows them to stay focused on their goals and keep the team moving forward.

Lastly, self-Awareness: Being aware of your own strengths and weaknesses is essential for learning and development. All excellent leaders are continuously learning and developing themselves and their teams. They know when they need help from their team and are open about how they’re feeling. This allows everyone on the team to feel connected and supported, which is key for success in any organization

How to apply resilience in your everyday life

Resilience every day is just as important as being a resilient leader. In order to apply resilience in your everyday life, you must first understand what resilience is and how it can help you. Resilience is the ability to bounce back from difficult situations and setbacks. It is a key life skill that can help you cope with challenges and adversity.

There are many ways to build resilience. Some important things you can do include: developing a positive outlook, building a support network, maintaining a healthy lifestyle, and learning how to manage stress. Building “Real Resilience” takes time and effort, but it is worth it. It is a lifestyle, a striving to be the best versions of ourselves. When you are resilient, you are better able to cope with life’s challenges and setbacks. You can also find strength and hope in the midst of difficult times.

It is important to remember that resilience is not about avoiding difficulties, it is about how you deal with them. By building resilience, you will be better equipped to cope with whatever life throws your way.

How to build a resilient leader mindset

There is no one-size-fits-all answer to this question, as the best way to build a resilient mindset will vary depending on the individual. However, there are some general principles that can be followed in order to develop greater resilience. Having a positive outlook on life, practicing gratitude and positive affirmations are all incredibly powerful practices. I have been using them for years.

  • Firstly, it is important to develop a positive outlook and believe in yourself. Have faith in your ability to overcome challenges and bounce back from setbacks.
  • Secondly, it is helpful to develop a support network of family and friends who you can rely on for help and encouragement.
  • Thirdly, it is important to take care of yourself physically and mentally, as this will help to boost your overall resilience.
  • Finally, it is helpful to learn from your mistakes and view challenges as opportunities for growth.

By following these principles, you can develop the resilient mindset needed to overcome challenges and achieve your goals.

Resilient leaders know who they are and what they stand for. Start by identifying your core values. What is important to you? What do you stand for? Once you know your values, you can start setting goals that align with them. It’s important to have short-term, medium-term, and long-term goals to keep you motivated and on track. As you work towards your goals, you will inevitably face setbacks. This is where a resilient mindset comes in handy. A resilient mindset helps you to see setbacks as opportunities to learn and grow. It also allows you to stay focused on your goals, even when things are tough. So, if you want to build a resilient mindset, start by identifying your core values and setting goals that align with them. Then, when you face setbacks, view them as opportunities to learn and grow.

Remember it is not about fearing failure, it is about embracing failure and learning to do things differently, as a result.

Conclusion

There are many benefits to being a resilient leader, including the ability to withstand difficult challenges and maintain focus amid chaos. Leaders who are resilient are able to effectively manage stress, stay calm under pressure, and remain composed in chaotic situations. This can lead to improved decision-making, better communication, and stronger team dynamics. Additionally, being resilient can instill a greater sense of confidence in those around you and foster a greater sense of trust. Being a resilient leader can have many benefits for your business.

“True resilience is an absence of the ego, it’s the pleasure of being connected to the wisdom of the universe.” The above quote describes exactly what leadership resilience is, and why it’s so important. Resilience is the ability to bounce back from negative situations, and it’s a trait that is beginning to become more and more important in the world of business.

In order to be a leader, you have to learn how to deal with adversity. Whether it’s a bad economy, employee issues, or a company that’s losing money, a leader is going to have to deal with these situations. So if you want to be a good leader, you need to know how to bounce back from these problems. We hope this post helped you see how you can become a better leader by learning how to deal with adversity. Thanks for reading our post on leadership resilience.