Resilient Leader - Resilient Organization

In recent months I seem to be talking to a lot of people about change, how to manage change and how to keep sane while doing so.  Moreover, leaders have expressed to me the challenge of staying optimistic in the face of daunting or seemingly never-ending change in service of those they lead.  How can they "provide lift" to their staff as opposed to being one more "source of drift" in a sea of turmoil?

We are all challenged by change - even changes that we make voluntarily (e.g, marriage, becoming a parent, taking a promotion, doing an Ironman!). And there is good reason to by anxious about change.  We don't really know what the future will bring.  We don't know for certain if the skills, experiences and abilities we have acquired will be sufficient to succeed in the face of new challenges.  In many circumstances, we have invested so much time, energy and emotion into our current roles that our positions and titles have become our identities.  Having to change means abandoning who I perceive or believe that I am.

It's not just big change that brings us down either.  Even small changes - added together - can ultimately wear us down and lead to despair.  The final poke becomes the straw that breaks the camel's back - a sleepless night; a computer glitch; a client, boss or co-worker changing a work deadline.  Any one thing in and of itself may not be too daunting.  Keep adding it up and we start to fatigue.  We are no longer resilient.  No longer able to respond - and lead - effectively.

But yet there are those around us that seem to bounce back with greater vigor from truly catastrophic personal and professional setbacks.  We find ourselves amazed by these stories of triumph over tragedy.  In most cases, we also attribute success to the miraculous and singular capacity of these individuals to overcome these challenges.  We discount our own ability to be just as resilient in the face of the odds.  We diminish our ability to develop and grow our capacity to be resilient.  But there are ways and means to become more resilient as individuals and as leaders.

Ironically enough, one of the best things you can do to maintain and build your resiliency, your energy and capacity to manage change, is to first take care of yourself.  While there is some sort of perverse culture that too many of us subscribe to that turns leadership into a test of stamina, the reality is that without proper self-care our leadership capability is diminished with fatigue.  As a leader consider yourself an elite athlete.  An elite athlete may train extensively, but they also match that regimen to proper nutrition and rest.  Moreover, they prepare for their major competitive events by reducing the volume of training in advance of a big race - and also take time for recovery after a major effort.  To be an effective leader you need to follow a similar pattern.

No person is an island.  Being an effective leader also requires recognition that it can indeed be lonely "at the top" of whatever work unit you are in - from CEO to front-line manager.  You will need support on an ongoing basis to work through the various issues coming at you, a sounding board to vent or think out loud, and even somebody to celebrate your successes with.  Ensure that you stay connected with key supports in and beyond your work environment.  Maybe this takes the form of a confidential peer advisory forum (e.g., TEC Canada) or a mentor but there is no upside - and a lot of downside - in being the lone wolf leader.

Remind yourself of your strengths, capabilities and past successes.  None of us who have reached a leadership position have done so by accident.  We have successfully overcome barriers, challenges and dark times before.  There is every reason to expect that we will be similarly successful now and into the future.  We may be somewhat miffed that we have to climb another hill but we do have a track record of success that should give us confidence that we can do it again.  But we have to take the time to reflect on this history of success and build on it to address the new challenge.

Take control.  I truly believe that each of us does have the ability to prioritize our work, control the pace of what is coming at us, and even say no to various demands being placed on us.  The best way and maybe the only truly effective way to gain this kind of control is to again take the time to understand what is of greatest importance to us.  Understanding, articulating and writing down the values we want to live and work by gives us the power to prioritize.  We have the power to choose.  We need only exercise it.

Finally, and related to the last point, live and work with your fundamental purpose in mind.  Be clear about why you work.  What are your fundamental goals?  At the same time appreciate that, just like a river meandering inevitably to the sea, that there are going to be boulders, barriers, rough water and other diversions in your path.  Regardless, you will eventually reach your goal and all the more so if you keep your head up and your eyes focused on the distant horizon.  If your purpose and goal is big enough and important enough there is not much that will deter you from reaching your journey's end.  Moreover it will give you the energy to return to your true course when encountering the next barrier.  It will give you the energy, capacity and resilience to lead in the way that you want to lead.

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Greg Hadubiak, MHSA, FACHE, CEC, PCC
TEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.