These are challenging times for any manager with disruption and uncertainty. In some cases even a question mark over the viability of the company going forward. This uncertainty is going to continue in the short to medium term and managers at every level will be challenged to develop contingency plans, rethink objectives, and adapt to the new circumstances while providing direction and support for their teams.
What does it mean?
There has been much researched and written about individual resilience. It is a subject that has received a lot of attention and there are many good approaches available for individuals to tap into and boost their personal resilience. You can read here how we approach helping individuals to do so.
Senior leaders have a significant impact on the business performance, the organization and the culture (how people behave) either directly by their actions or indirectly by how they themselves model behaviours. Ensuring they are fully self-aware and making conscious, deliberate choices is important.
What is resilience?
The noun resilience stems from the Latin resiliens, “to rebound, recoil.” When applied to people, resilience is a person’s ability to recover quickly from, for example, an unfortunate circumstance, illness, a difficult situation, or a shock. It is very much about being able to draw on internal energy to manage the situation and return to being able to function intentionally. So it is clearly very important for us all in the current circumstances of disruption caused by the covid 19 pandemic.
European and global companies increasingly see the first line leaders as key to building and sustaining employee engagement. They are investing significantly to develop the skills and approach of these leaders. An important challenge to be overcome, when seeking to generate a common leadership approach across Europe, is ensuring that the training experience is replicated for all participants in all languages and locations.
More and more people feel that their work-life is a never-ending series of surprises, instability and ambiguity. How individuals can build the necessary resilience to thrive in an environment where there is constant change and unpredictability.
As an experienced global human resources professional I was recently involved in a leadership workshop where the hype cycle, concerning a particular software application, was being discussed in great detail. On learning of the concept, I was immediately struck by its relevance to the world of HR. Most experienced HR professionals will accept that as a function we have an unhealthy addiction to “the latest thing,” and I could instantly relate the hype cycle to how the HR community frequently operates.
Passive aggressive behaviour takes many forms but it is essentially a situation where someone is deliberately choosing to not help, co-operate or engage with others because they are angry and yet choose not to express their anger. Instead of communicating honestly that you feel upset, annoyed, irritated or disappointed, you contain your feelings, shut off verbally, become obstructive, and put up a polite “stone-wall” of non-co-operation.
What a consultant says and what he/she really means!