This week I focused on reading articles about leadership resilience. Here are the three choices for this week along with my comments. Please let me know your thoughts too.
1. Resilience Through Mindful Leadership – by Bill George – What’s causing this dramatic shift in our consciousness about what it takes today to be an effective leader? It starts with the changes taking place in the world. We live in an era of globalization and rapid technological change that is creating volatility, uncertainty, chaos and ambiguity.
My Comment: While the article focuses on world changes, it offered me a way to become more mindful. Mindful leaders are self-aware and remain calm in the face of adversity. By doing so, they are able to concentrate their effort better and rally employees to take immediate action. Therefore, their teams outperform the competition.
2. The Paradoxical Traits of Resilient People – by Faisal Hoque – At the heart of resilience is a belief in oneself–yet also a belief in something larger than oneself. Resilient people do not let adversity define them. They find resilience by moving towards a goal beyond themselves, transcending pain and grief by perceiving bad times as a temporary state of affairs.
My Comment: The key to my resilience is to master the stories I tell myself when problems or setbacks occur. When I tell myself the issue cannot be solved or spend time blaming others valuable resources are wasted. Also, I become a victim of the circumstance and my leadership is ineffective. Therefore, it is important to face reality, change my story and determine what action I can take to solve the problem.
3. How Resilient Leaders Manage Anxiety – by Keith McFarland – What determines a company’s bounce—its resilience in times of adversity? Last month I pointed out that a leader’s attitude going into adversity is crucial. Effective leaders “embrace the bounce”—they understand that difficult times present an opportunity for a company to focus its vision and learn about itself and its customers.
My Comment: The natural tendency of an anxious leader or team is to operate from a security and control mindset. When this occurs they seek control and become frozen by fear and doubt. The outcome is unclear thinking that leads to poor decision-making. As a leader your role is to establish a sense of normal. Talk to the employees, understand how they feel and create a learning and discovery mindset. The goal is to reduce the stress caused by the problem or setback so employees will seek solutions