Leadership and Emotional Resilience

E MOTIONAL A WARENESS

P ERSEVERANCE

I NTERNAL L OCUS O F C ONTROL

O PTIMISM

S UPPORT

H UMOR

P ERSPECTIVE

Risks and Practices of Resiliency for Leaders

 Top leaders stop learning  Blame the budget  Ignore critical indicators  Too many initiatives  Success goes uncelebrated RISKS

 Personal renewal  Watch their words  Stay optimistic  Deal with setbacks  Cultivate networks  See patterns PRACTICES

 Assumptions  Intelligent Reaction  Improvisation L EADING WITH RESILIENCE IN THE FACE OF THE UNEXPECTED

 Miracle Workers  First Ladies of the United States  Tom Burnett E XAMPLES OF L EADING WITH R ESILIENCY IN THE F ACE OF THE U NEXPECTED

 Cancel  Fuel  Broaden  Build  Trigger  Move  Create L EADING WITH POSITIVE EMOTIONS P OSITIVE E MOTIONS …

 Help someone learn from loss  Encourage action  Bring out their vision  Progress has hit a plateau Q UESTIONS TO BRING OUT R ESILIENCE

P ERSPECTIVE – P ERSEVERANCE Resilient people are able to learn from their mistakes (rather than deny them), see obstacles as challenges, and allow adversity to make them stronger. They can also find meaning in life’s challenges rather than seeing themselves as victims. Regardless of setbacks and defeats we trust in our resilience and don’t give up.

 Permanence  Events are temporary versus permanent  Time is based on always or never  Pervasiveness  Specific versus universal  Events lead to everything or specifics  Personalization  Internal versus external  Blame ourselves or circumstances 3 P’ S OF E XPLANATORY S TYLE

Knowing your ABCs and other positive mental handrails. R ATIONAL P ROBLEM S OLVING A.Activating Event B.Belief or Expectation C.Consequence or Emotional Response D.Dispute E.Effect

 Distraction  Direct your attention elsewhere  Plan a time to think about it  Write it down and think about it later  Disputation  Argue against the belief T ECHNIQUES TO C HANGE H ABITUAL B ELIEFS

L EARNING TO D ISPUTE O NESELF  Evidence  What’s the evidence for this belief?  Alternatives  Less destructive way to view a situation  Implications  What are the implications of this belief?  Usefulness  Is this belief useful?

S TRESS -I NDUCING I RRATIONAL W ORDS

B REATHING AND C ENTERING

While we tend to be strong individuals, we know the value of social support and are able to surround ourselves with supportive friends and family. What do I need from my teammates to support my resilience day to day? What do the leaders of our company need? S UPPORT

What are we doing this for? Film- Everest S ENSE OF M ISSION

L ISTEN TO G EORGE “Happiness and moral duty are inseparably connected”

Marcia Kent, BizPsych Patrick Hiester, BizPsych