1. Passionate about developing people

2. Passionate about developing people
What is Circle of Peers?
The most important aspect is to create SPACE for you..
To:
Share
Formulate
Inform
Network
So here goes….
Passionate about developing people

3. Passionate about developing people

4. Passionate about developing people
Programme for today
Resilience
– an innate capability or can we develop it?
A mix of input and discussion
Passionate about developing people

5. Passionate about developing people
Programme for today
Different perspectives on resilience as an:
Individual
People Professional
Employer
Organisation
Roffey Park’s Resilience Capability Index
Passionate about developing people

6. Passionate about developing people
Programme for today
How can resilience be developed?
Brainstorm
What can be done?
Group discussions
Summary of discussions
CPD Reflection
Lunch!
Passionate about developing people

7. Passionate about developing people
What is Resilience?
Capacity to withstand stress and catastrophe
Capability to adapt and overcome risk
Ability to rebuild lives even after devastating tragedies
Ability to work through emotions and effects of stress and painful events
Passionate about developing people

8. Factors that contribute
Close relationships with family and friends
Positive view of yourself and confidence in your strengths and abilities
The ability to manage strong feelings and impulses
Good problem solving and communication skills
Feeling in control
Passionate about developing people

9. Factors that contribute
Seeking help and resources
Seeing yourself as resilient – not a victim
Coping with stress in healthy ways and avoiding harmful coping strategies
Helping others
Finding positive meaning in your life despite difficult or traumatic events
Passionate about developing people

10. Resilience and happiness
Closely connected
Close relationships and social supports help through periods of adversity and during everyday life these give joy and satisfaction
Pleasure through doing things well
Passionate about developing people

11. Positive vs Negative Emotions
Positive emotions fuel the motivation to learn and grow in hard times
Resilient people still have as many negative emotions as less happy people
BUT
They feel more positive emotions this gives them the ability to rebound from anxiety and stress
Passionate about developing people

12. Passionate about developing people
Action for Happiness
“ Happiness is not something ready made.
It comes from your own actions.”
The Dalai Lama – Patron
Passionate about developing people

13. Passionate about developing people
Happiness facts
Not set in stone
Contagious
Our happiness is not set in stone
Although our genes influence about 50% of the variation in our personal happiness, our circumstances (like income and environment) affect only about 10%.
As much as 40% is accounted for by our daily activities and the conscious choices we make. So the good news is that our actions really can make a difference.
Happiness is contagious
Our happiness influences the people we know and the people they know.
Research shows that the happiness of a close contact increases the chance of being happy by 15%. The happiness of a 2nd-degree contact (e.g. friend's spouse) by 10% and the happiness of a 3rd-degree contact (e.g. friend of a friend of a friend) by 6%.
Passionate about developing people

14. Passionate about developing people
Resilience at work
Our psychological needs and well being
Autonomy
Mastery
Relatedness
“Innate psychological nutriments”
AT WORK
Our happiness and work are related. Work can provide opportunities for many of the things that help to make us happy such as: connecting with others; learning and growing our skills; using our strengths; achieving our goals and finding meaning. Happy employees also help to make organisations more successful.
Whether we are an employee or a line manager, there are things we can all do to help make our workplaces happier.
OUR PSYCHOLOGICAL NEEDS AND WELL BEING
Research suggests that there are three fundamental human needs that must be satisfied for us to function well and be healthy psychologically. These are: autonomy(the need to have choice over our behaviour and actions), mastery (the need to feel competent) and relatedness (the need to feel connected to and cared about by others).[1][2] The satisfaction of these needs has been shown to predict psychological well-being in a wide range of countries and different types of cultures.[3] As human beings we are all driven to ensure these needs are met. Indeed Deci and Ryan the psychologists that are best known for this research, liken these needs to "innate psychological nutriments" - things that nourish and sustain us.[1]
The extent to which our work can help to satisfy these needs will have a big influence on how much we enjoy our work and, since work of some sort is a large part of many people's lives, will influence how happy we are overall.[2][4]
For example, we might satisfy the need for mastery through using and developing our skills and our need for relatedness through the relationships we form with close colleagues. And the degree to which we feel autonomy has significant implications for how motivated we are and the fulfilment we experience in our jobs.[4]
These needs also have an influence on how productive we are, how willing we are to help others and to contribute beyond the confines of our job.[2][4] So, for those of us that supervise, manage or lead others, these needs have implications for how we motivate and reward our people and how we design the jobs and work in our organizations.
Passionate about developing people

15. Work as a source of happiness
Elements that contribute to this:
Positive emotions
Engagement
Meaning
Purpose
Accomplishments
WORK AS A SOURCE OF HAPPINESS
In addition to meeting our basic psychological needs, work can be important source of other elements that contribute to happiness such as positive emotions, engagement, meaning, purpose and accomplishment.[5]
Emotions are part of being human and we don't leave them at home when we go to work. We will all experience a range of different positive and negative emotions over the course of very single working day.[6] Science is showing us that positive emotions are important, not just for how happy we feel. They can actually increase our capacity to generate ideas, increase the ways available to us to take action, and help build intellectual and social resources. They can also have an undoing effect on the impact of negative emotions.[6]
Given these benefits, positive emotions at work can facilitate both individual and organizational growth.
Passionate about developing people

16. Be a happiness activist!
This is about putting happiness – our own and other people’s at the heart of our philosophy of life. It is about working together, spreading the word and ‘being the change we want to see in the world’
The research from positive psychology is very empowering. It shows that our actions can have a big impact, not only on our own well-being but on the happiness of those around us.
Being a Happiness Activist is about putting happiness - our own and other people's - at the heart of our philosophy of life. It's about working together, spreading the word, and 'being the change we want to see in the world'.
Passionate about developing people

17. Organisational Resilience
Leadership
Organisational culture and structure
Systemic / external environment
Job design
3 Leadership – some researchers believe that emergent leadership (leadership from middle
managers) and engaging, supportive leadership styles may heavily influence the ability of employees
to be resilient to adverse events: ‘Leaders are the stewards of organisational energy [resilience]…they
inspire or demoralise others, first by how effectively they manage their own energy and next by how well
they manage, focus, invest and renew the collective energy [resilience] of those they lead’ (Loehr and
Schwartz 2003).
2 Organisational culture and structure – the culture of the organisation and way the organisation
adopts work processes and procedures are seen as central to resilience. For example, if an organisation
has a bureaucratic structure coupled with a command and control culture, this may be detrimental to the
extent to which people within the organisation are able to respond and adapt to challenges: ‘A resilient
organisation effectively aligns its strategy, operations, management systems, governance structure and
decision support capabilities so that it can uncover and adjust to continually changing risks, endure
disruptions to its primary earnings drivers, and create advantages…’ (Starr et al 2007).
4 Systemic/external environment – the external environment and social relationships are seen to be
key to resilience. If networks of successful relationships are not established, both for employees and for the
organisation itself, the organisation, according to this conceptualisation, is not seen as having the resources
to adapt to change effectively and positively. Social and institutional support is seen as key at every level.
Also, organisational resilience is seen as dependent on the resilience of stakeholders, competitors and the
industry in which it operates: ‘People with trustworthy relationships and personal support systems at work
and with friends and family are more able to cope with stress and organisations more likely to hold up in
a crisis’ (Johnson-Lenz 2009).
1 Job design – resilience is dependent on the features of a person’s job role, that is, how demanding the
person’s job is, how much control they have in their job, what type of motivators or rewards (internal
and external) are associated with a particular job: ‘the ability to interpret events, manage complexities,
improvise, redefine roles, immediately correct errors and learn from them’ (Weick and Sutcliff 2001).
Passionate about developing people

18. Roffey Park: 5 key capabilities
Perspective
Emotional intelligence
Purpose, values and strength
Connections
Managing physical energy
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19. Passionate about developing people
So now over to you..
How can resilience be developed?
15 minutes to brain storm
What can be done?
45 minutes to discuss and debate
Summary of discussions
Group spokespersons to report back
Passionate about developing people