Resilience

I was recently in a one day refresher training about coaching leadership. About one and a half years ago the original training was longer, couple of months. It included lots of assignments and pair learning with my supervisor colleagues. The training was organized in house and participants came from different departments of my company. Actually, this was one the most powerful takeaways from the training: I got to meet and network with people who work in very different environments. But we all have something in common: leading people is our day job.

Our everyday realities differ. It's diffrerent being in sales or in the frontlines of customer service than in the R&D or doing software development project work. But in the end, for leader the goal is same: your job is to help your team members succeed.

Photo by jesse orrico on Unsplash

The training was implemented in such a way that there were numerous pair and group conversations. One topic was resilience, the ability to overcome a disruption (for example an organizational change). With a quick poll it seemed that almost all participants thought that they were very resilient. They were able to work under stressful conditions and stay sharp. Afterwards I began to think that

Is high resilience a precondition for a successful leader?

But which way does the causality work? Was it a precondition or had these people become more resilient after being in the management position? Maybe worth researching a bit more.

At least it would be a benefit. That in today's stormy waters (of corporate life) you can stay calm. But it's not only about you. Since even if you can get over things quickly, others might take longer. And if you forget this, you may move too fast.

• Give your people time to adapt. 
• Offer them opportunities to discuss and reflect. 
• And use your gift of keeping your head clear to help others.

Photo by Dane Deaner on Unsplash