Resilience

Copyright © 2016. Sloan Group International. All rights reserved.
RESILIENCE
DEVELOPING RESILIENCE IN YOURSELF,
YOUR TEAM, AND YOUR ORGANIZATION.
LEADERSHIP EXCELLENCE
THROUGH CHANGE AND
CHALLENGE
Facilitators: Karlin Sloan and Anil Sharma

The Merriam-Webster’s Collegiate® Dictionary defines resilience as:
An ability to recover from, or adjust
easily to misfortune or change.

Agenda
 Why am I here/ why resilience?
 Three domains of resilience
 Resilience stories
 Exercises to develop team resilience
 Wrap up

Why am I here?
 This is Professional
- I’m here to help you to become a more effective,
enduring leader during times of change. In most
organizations we’ve moved out of the paradigm of
managing a single change, and we’re coping with
constant change. The “change firehose” requires
new skills and tools.
 AND this is Personal...

What is compelling to you
about this topic?
Find a partner Interview each other:
What is the list of changes or
challenges that are you dealing with
right now?

Context:
Why is Resilience
important to this group?
New
Leadership
Environmental
impacts (regulatory,
political, economic)
Imminent workforce
retirement
Major Initiatives:
 EPIC
 ICD-10
 HR Systems
Transformation
 Labor Productivity
 Tenet Partnership

Resilience & Workplace Performance
According to theorists (Luthans & Avolio) PSYCHOLOGICAL
CAPITAL accounts for a 15% variance in organizational
performance. Elements of PSYCAP are:
Self-Efficacy
(individual
confidence)
Optimism (positive
attribution -
volition)
Hope (redirecting
to a positive
vision)
Resilience (sustaining
and bouncing back
from change or
challenge)*

Resilience Research
 There is a LOT of
research on
resilience.
 Some of it is focused
on children.
 A database of 70,000
corporate employees
shows that at the
senior most levels of
an organization you
will see the highest
levels of resilience.
 Much of it is on people who
have survived terrible
ordeals.
 Some of it is longitudinal
and across culture.
 From all this research we’ve
created a simple model...

It’s all about your
Relationships
Relationship
to Self
Relationship
to Others
Relationship to
Environment

Relationship
to Self
Confident
Self-Managing Optimistic
PositiveSelf-Aware

Relationship to
Others
Appreciative
Helpful
Accepting
Empathic
Collaborative

Relationship to Environment
Reframing Goal-oriented Future-minded Purposeful Proactive

“You are perfect the way
you are and you could
use some work.”
Suzuki Roshi

Leadership resilience
case study

South Georgia Island

BREAK TIME

 Accept Reality/ Focus on the Positive Future
 Build Relationships and Community
 View Challenges as Opportunities
 Practice Physical and Mental Discipline
Resilience
What we can learn from
Shackleton about Teams

Resilience stories
 Take 2 minutes to reflect upon your own story of
resilience
 It must be one you are willing to share with a small
group
 The goal of the exercise is to determine the strengths
that enable
 Find a group of 3
 Each person will have 3 minutes to tell their story,
and then identify how you prevailed. (relationship to
self, other, environment)
 Listeners may comment and add input

Resilience Attributes
Confident
Optimistic
Positive
Self-aware
Self-managing
Appreciative
Helpful
Accepting
Collaborative
Empathic
Goal-oriented
Future-minded
Purposeful
Proactive
Reframing

Resilience is...
“[Resilience is] a staunch acceptance of Reality; a deep belief,
often buttressed by Strongly held values, that life is Meaningful;
and an uncanny ability to Improvise”
Diane Coutu, HBR

Group Themes
High confidence
Some anxiety/ worry but overall
optimistic about the future
Overly critical of your own
performance
Not everyone is taking great care of
their physical health (some of you
don’t sleep enough), but not a lot of
illness
This group places a high value on
help and teamwork, but not
everyone will ask for it or accept it
when offered
There is a moderate amount stress
from overload - some more than
others, but this group is good with
deadlines, structure, and taking
direction. The more structure you
have during times of change, the
more this group will thrive

What stories do you tell to
make sense of your
leadership resilience profile?

Find a Partner
 Review your resilience planning
document (and your profile if
you wish to share) and any notes
you took during the webinar.
 How does this profile help you
as a leader?
 How does your profile hinder
you as a leader?
 What strengths do you want to
leverage in your leadership and
management at Vanguard?
 What areas do you want to
develop?
 What observations do you have
for your partner around their
plan or profile?

Debrief
What did you learn about each
other?
What did you learn or validate about
yourself?
How will you take this insight
forward?

The Stories We Tell
 Personal. (Internal vs.
External.)
This involves how one
explains where the cause of
an event arises. People
experiencing events may
see themselves as the
cause; that is, they have
internalized the cause for
the event. Example: "I
always forget to make that
turn" (internal) as opposed
to "That turn can sure sneak
up on you" (external).
 Permanent. (Permanent vs.
Impermanent.)
This involves how one explains the
extent of the cause. People may
see the situation as unchangeable,
e.g., "I always lose my keys“ or "I
never forget a face".
 Pervasive. (Global vs.
Local/Specific.)
extent of the effects. People may
see the situation as affecting all
aspects of life, e.g., "I can't do
anything right" or "Everything I
touch seems to turn to gold”.

The Stories We Tell
Take a moment to think about the resilience story you told. Was the cause internal/ external in your
story? Was it permanent or impermanent? How can you make that POSITIVE story permanent/
pervasive?
 Personal. (Internal vs.
External.)
This involves how one
explains where the cause of
an event arises. People
experiencing events may
see themselves as the
cause; that is, they have
internalized the cause for
the event. Example: "I
always forget to make that
turn" (internal) as opposed
to "That turn can sure sneak
up on you" (external).
 Permanent. (Permanent vs.
Impermanent.)
extent of the cause. People may
see the situation as unchangeable,
e.g., "I always lose my keys“ or "I
never forget a face".
 Pervasive. (Global vs.
Local/Specific.)
extent of the effects. People may
see the situation as affecting all
aspects of life, e.g., "I can't do
anything right" or "Everything I
touch seems to turn to gold”.

What we know about the Brain...
 Our mental capacities are enhanced when we are in a “flow state”,
which comes when we shift out of our reactivity to stressors.
 Neuroplasticity: the brain is constantly changing, and We can influence
the expansion of certain connections If we are consciously aware of
what we wish to develop. This includes how we adapt to change, and
how we react To stressors. (And every change is a stressor)
 Change in the brain comes from experience, and from the thoughts
that we think.
 Mental discipline is at the root of positive changes to how our neurons
fire.

Mental discipline
tips from pro sports
 Envision positive outcomes
 Keep focused on finding the
opportunities present in challenging
circumstances
 This doesn’t mean ignore what’s
wrong - Use it to take corrective action
Practical Application

Practical Application
Individual resilience &
self-management
 Practicing Mental Discipline in the
face of difficult circumstances:
Focus on a Positive Memory
Individual resilience and
asking for help
 Many of us are taught to go it alone.

Team Resilience Practices
Exercises:
Optimism The Appreciative Eye Problem Statements

OPTIMISM
EXERCISE

COMPLAINTS TO
REQUESTS

ASKING FOR HELP

THE
APPRECIATIVE
EYE

Stopping the Burnout Cycle
Freudenberger and North’s 12 phases of burnout
Compulsion to
prove oneself
1 Working harder2 Neglecting
their needs
3 Displacement
of conflicts
(blame)
4
Revision of
values
5
Denial of
problems
6
Withdrawal /
isolation
7
Obvious behavior
change
8
Depersonalization9 Inner
emptiness
10 Depression11 Burnout
syndrome
12

PROBLEM
STATEMENTS

Self-Management:
Find a Positive
Memory

Reframe Thinking
Clarify Purpose and
Meaning
Deepen Connectivity
Practice Positivity
Resilience
Moderate Stress
Manage Emotions

COMMITMENTS TO
ACTION

WRAP-UP
Team Appreciation

Resilience

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