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Engaging leadership ideas to get your dendrites firing
Curated by Jess Chalmers
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Secrets Of The Most Resilient People

Secrets Of The Most Resilient People | Tidbits, titbits or tipbits? | Scoop.it
From www.fastcompany.com - October 30, 2017 5:23 PM

Some people just seem to bounce back from whatever life throws at them. Whether it’s illness, loss, or tragedy, they do the tough work of picking themselves up, dusting themselves off, and carrying on—even when it seems impossible.

 

If you’ve ever thought, “I could never do that” when looking at one of these apparent “superheroes,” don’t be so sure. It’s actually possible to build resilience to make yourself better able to bounce back from even the most difficult times.

 

“It’s the ability to get back in the game after you’ve had some sort of failure. And indeed, we can learn to become more resilient,” says social scientist and leadership expert Frank Niles, PhD. Niles says there are a number of science-backed areas people can address to help them be more resilient.

 

Here are some ways you can shore up your “resilience bunker” to better prepare for when tough times strike.


Via The Learning Factor
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Right Step Consulting's comment, November 2, 2017 1:50 AM
Failing is the key to success.
CCM Consultancy's curator insight, November 12, 2017 12:35 AM

Several studies showed  having a sense of purpose beyond your occupation or everyday role  plays a big role in resilience.
Sharon Ruddleston's curator insight, February 7, 2018 12:16 AM
It takes "resilient leaders" to guide your organisation through difficult times. They're the leaders able to remain strong in the face of uncertainty, frequent setbacks and new challenges. Able to lead with calm, clarity and conviction amidst increasing complexity and accelerating change. How? They connect with a greater purpose.
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Reflection for Resilience

Reflection for Resilience | Tidbits, titbits or tipbits? | Scoop.it
From www.ccl.org - January 3, 2014 6:52 PM

 

Resiliency is about handling stress, uncertainty and setbacks well — in other words, maintaining equilibrium under pressure.

 

And in our modern lives, whether we are at school, at work, or at home, there is no shortage of pressure.

 

Maintaining our equilibrium is something, it seems, we all need these days.

 

There is something you can do — everyday if you would like — to help build your resilience, your capacity to weather stressful events.

 

It's journalling.

 

Keeping a journal can foster resiliency.

 

CCL recommends using "learning journals" or "reflection journals" as tools for gaining insight into your leadership experiences.

 

The process of writing and reflection builds self-awareness, encourages learning and opens the door to adaptability.

 

The form and content of your journal is a matter of individual choice. However, when you do sit down to make a journal entry about an experience that has challenged your equilibrium, we recommend it have three parts:

 

 

✤ The event or experience.

Describe what occurred as objectively as possible.

Don't use judgmental language.

Stick to the facts.

What happened?

Who was involved?

When did it happen?

Where did it happen?

 

 

✤ Your reaction.

Describe your reaction to the event as factually and objectively as possible.

What did you want to do in response to the event?

What did you actually do?

What were your thoughts?

What were your feelings?

 

 

✤ The lessons.

Think about the experience and your reaction to it.

What did you learn from the event and from your reaction to it?

Did the event suggest a development need you should address?

Do you see a pattern in your reactions?

Did you react differently than in the past during similar experiences and does that suggest you are making progress or backsliding on a valuable leadership competency?

 

 

So remember, capture the event or experience in objective language, describe your reaction, then note the lessons you might get from it.

 

CCL uses journaling as part of almost all our leadership development program experiences and we emphasize with our participants that learning doesn't come from the "doing" but in the "reflecting on the doing."

 

 

>> Source:

http://bit.ly/kbIo6U

 

 

Post Image: http://bit.ly/1ep79Ah

 


Via Christine Heine, Gust MEES
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Lynne Nemeth's curator insight, January 8, 2014 1:49 PM

reflexive memoing is a key qualitative method, use it.
Ness Crouch's curator insight, January 14, 2014 10:37 PM

This is a great article.
Roger Sommerville's curator insight, February 18, 2014 2:44 AM

I find it hard to spend the time on making a journal work. I suspect it is because I have not thought about resilience and reaction to situations. The short lists here provide a useful guide - and by focusing on my reaction I can give my self a chance to use demanding events/situations more productively. 
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