RESILIENCE

Aug

2020

Resilient Leadership

I spent many years working with athletes. Some of those athletes were what we would call “tough” while some were “soft.” Reflecting back this toughness we were examining is the same as the resilience every leader needs to continue leading at a high level.

What is resilience?

When I looked up the definition I found “the capacity to recover quickly from difficulties, toughness or the ability of a substance or object to spring back into shape, elasticity”¹ This means that whether we are leading ourselves or others we need to have toughness and elasticity to lead effectively. How can we develop this resilience?

Have a Team

No matter what we do a team is essential. A little league coach is more effective and can handle the difficult players and parents when he or she has an assistant. This teamwork becomes even more important the bigger the vision. Coaching little league is one thing, but leading a multi-million dollar organization requires a much different and larger team in order to be effective and stay in the game.

To do something great you need resilience and a key to that resilience is your team. As leadership expert John Maxwell says in his book The 17 Indisputable Laws of Teamwork:

“One is too small a number to achieve greatness.”

Adaptable Thinking

In his book The New Toughness Training for Sport author and sports psychologist Jim Loehr discusses how undisciplined thinking can “kick our emotional targets far out of range.”² What does this mean for leaders? Effective and resilient leaders must exercise what Loehr calls “tough thinking.”

By tough thinking I do not suggest we stubbornly hold to our ideas. When necessary this is true, but we must also be adaptable and willing to change our plans when necessary. On the other hand, when difficulties come tough thinking helps us stay focused. Loehr puts it this way:

“Tough thinking will keep you from panicking when things get crazy, calm your temper when you make the unthinkable mistake, and prevent you from surrendering when the battle appears lost.”

Resilient leaders adapt, are tough, and have the discernment to know in the situation which is needed.

Growth Minded

I won’t go into the details of defining a growth mindset in this blog, but you can read a little bit about it here. What I want to highlight is resilient leaders demonstrate agility in their thinking. They adapt and adjust as challenges come.

Imagine of a star running back. He sprints straight ahead one direction and quickly adjusts because of an obstacle in the path. This agility is rooted in a mindset that says “there is a way, I/we just have to find it.”

After reading these three aspects, which do you need to focus on to improve your resilience as a leader? Need help thinking into this? Contact me today for a no cost to you thinking partner session. Lead well.

https://www.lexico.com/en/definition/resilience retrieved 6/21/20
Loehr, James. The New Toughness Training for Sport. Plume Book. 1994

May

2020

Leading Into the Next Normal

I was scrolling through LinkedIn one day and saw an individual’s post sharing the phrase “next normal” versus “new normal.” As many transition back to work, we must recognize it will not be the same as we knew before. This transition creates an additional challenge for leaders.

If you are the top leader in an organization chances are you are a goal oriented and have a lean toward action. Not only that, but many of your key leaders may have similar tendencies expressed through their personal styles. Allow me to share a few ideas to keep top of mind as team members transition back into an environment different than what they left.

Flexibility

The present circumstances have provided an opportunity for leaders to grow in this area. Another word for this idea is resilience or the ability to adapt and adjust to change which is a daily occurrence right now. The next change element will involve re-engaging those they lead as the next normal is introduced.

During this transition leaders must create an atmosphere of resilience. Dr. Kathleen Smith suggests¹:

“The most resilient people see change as an opportunity rather than a monster to fear.”

In order to create an atmosphere of resilience leaders can begin to engage in the next two practices.

Boundaries

Effective leadership has always required clear expectations. During transition these expectations need to be expressed as clearly as possible. Here are a couple expectations to consider:

What are your expectations of workflow? Clearly defining the outcome you want from those you lead will create a clear boundary and eliminate unnecessary ambiguity. In times of transition clarity provides security. Complete clarity may not be possible but providing as much as possible with appropriate transparency when there is ambiguity will help any anxious team members.

What are your physical attendance expectations? If you have clarified the outcomes you desire this will help establish team expectations related to their time on-site versus virtually or other work force standards.

Communication

I realize this one should be obvious for any leader, but the reminder may be necessary. While leading in a time of constant change urgent matters receive the greatest attention. As the leader take time to not just talk, but connect and listen to your team. Slowing down to connect will enable you to get the pulse of your tribe and help determine necessary adjustments in internal strategy.

Pressure can be very high during these times but taking time to ensure a healthy culture that is productive and people who feel cared for will ultimately lead to serving others better and improve the ultimate desired results.

I hope these have challenged you to think into your focus as transition occurs. What is one action step you need to take? If I can help you in any way, please contact me at randy@wheelercoachingsystems.com for a thinking partner session. Lead well.