1. North East Leading Improvement for Health and Well-being Programme 2011 Learning Event 3 23rd June 2011

2. Resilience: A Definition Resilience is the capacity for an individual to deal effectively with stressors, pressures and challenges and perform to the best of their abilities irrespective of the circumstances in which they find themselves. It is referred to by some as the ability to ‘bounce back’.

3. More Resiliency Definitions The process of coping with disruptive, stressful, or challenging life events in a way that provides the individual with additional protective and coping skills.” (Richardson, Neiger, Jensen, & Krumpfer, 1996) “The process of self-righting and growth.” (Higgins, 1994) “The capacity to bounce back, withstand hardships, and to repair yourself.” (Wolin & Wolin, 1993)

4. “Public-sector organisations have benefited from a huge injection of funding in recent years, yet with budgets being radically reduced while citizen expectations continue to rise, public sector leaders will be challenged to demonstrate a set of skills and insights that will be unfamiliar.” Leadership at all levels, Deloitte 2010

5. Adversity is the test of effective leadership – resilient leaders are defined by what they do during the worst of times, not the best of times. Resilient leaders re-energise, motivate and inspire optimism in others.

6. LEADERSHIP QUALITIES FRAMEWORK (LQF)

7. Vision (Understanding Personal & Organisational Needs) Action (Plan to Facilitate Resiliency) + = Resilient Leadership in Turbulent Times

8. “It is important to note that it is not the coping skills that individuals have or do not have that are important. What counts are the coping skills that individuals believe they have or do not ” (Ray, 2004) Importance of Vision

9. Clear Goals and Actions Making the goals and actions of the organisation and senior leadership clear to staff Communicate clearly key activities, issues and developments Develop policies that facilitate transparency and openness.

10. Dysfunctional Response Resilient Response Return to Comfort Zone Survival Adversity Multiple Ways to Respond to Adversity

11. Stress can be defined as the psychological and physiological reaction that occurs when people perceive an imbalance between the level of demand placed upon them and their capacity to meet that demand. Stressors - the factors which people report as causing stress e.g. workload etc

12. Individual Stress Response Physical Emotional Cognitive Behavioral Spiritual / life-view

13. How can you enhance your personal resilience?

14. Immediate Coping Skills Draw on your network of colleagues and friends for support Relaxation techniques – deep breathing Yoga or Tai Chi Massage Health promoting activities – walking, sports etc Laughter Developing your problem-solving skills Sleep

15. Do: Stay calm Listen Agree whenever appropriate and when you can Focus positively on the issues Reframe Build a bridge Address unacceptable behaviour Don’t: Expect others to calm down because you ask them to Seek resolution until others are calm Walk away Get upset, threaten or be defensive Shut down

16. Fundamental Questions During turbulent times, assess: What is the impact of the changes on me personally? What is my organisation going through? What are my team going through? What does this mean? What can I do?

17. Resilient Leaders Have a positive attitude – ‘a glass half full’ Look for opportunities in problems Find their power in every situation They are agile and adaptable to the situation Overcome difficulties Learn from mistakes

18. 18 Weathering the Storm: Resilient Leadership Emotional Intelligence Political Savvy

19. Emotional Intelligence The skill of identifying, assessing and managing your own emotions and the impact your behaviour has on others. Political Savvy The art of understanding your organisation and its partners well, and using that understanding to get things done.

20. Unless transition occurs, change will not work NEUTRAL ZONE BEGINNING ENDING  transition starts with an ending  the neutral zone is the no-man’s-land between old reality and new  transitions end with a new beginning

21. Key Principles for Resilient Leadership Acting with integrity Communicating effectively Effective decision making Persevering and taking responsibility for your actions Building a positive culture for resilience Developing personal behavioural strategies and using stress management as a competitive advantage.