How to thrive under pressure with RESILIENCE
Resilience is one of the modern leadership qualities that is essential for leaders to possess today and in the future in order to thrive and survive. Therefore, that is the ‘R’ from the CRAFT Leadership.
How to spot the early signs of stress and burnout
Stress became the silent killer in our life. More of us will die from a stress-related illness such as heart disease and stroke than from infection or old age. Work-related diseases account for an estimated 2.4 million deaths worldwide each year, 200,000 of which are in Europe according to European Agency for Safety and Health at Work. And apart from this shocking data, there are huge costs related to the pressure employees suffer in the workplace like cost of absenteeism, cost of presenteeism - when employees coming to work disengaged, tired, unmotivated and too stressed to work. And finally the cost of staff turnover.
Self-reflection is more than an armchair revolution
Being introspective is part of the human condition. Reflection is a natural activity, and often chaotic. It is like an intellectual wandering with no end product. In order to get the most out of it we should add structure to how to self-reflect in a deeper, organized way where the focus is on learning and creating new awareness which leads to actions. According to researchers self-reflection cannot be learned from books in isolation, because it is an experiential learning.
50/50 versus 100% accountability
When you take relationships strong and steady, you balance the unpredictability of a changing environment. Committed partners accept 100% accountability in all matters. This means keeping your attention on what you can change, not on what others should do.
The price of avoiding difficult conversations
Some leaders tend to soften their message. While others dump their reaction on others saying whatever is on their mind, thinking they are talking straight. Both are wrong. ‘Talking straight responsibly’ – with the emphasis on the word responsibly – is not a freedom to say whatever you feel. It requires that you be authentic, emotionally honest, and accountable for what you say and how it impacts others.
Playing Big or Playing Small
The first step in transformation is to move beyond denial.
Many leaders claim that there are no significant behavioural or cultural issues in their organisations. Others refuse that their behaviour is a primary contributor to organisational performance. When you are in denial, your problem will either not appear on your radar screen or it will appear as the fault of others or circumstances.
To lead a transformation you have to roll up your sleeves first
To transform your organisation, you must have the courage to examine your behaviour and lead the way. If you want a recipe how to fix and change others, this is it: fix and change yourself first, and others will respond to your commitment and follow suit.
The 21st century world of work is “not a place for wimps”
What actually happens when your drivers overshoot or when you offer too much of your strength competence and you find yourself acting out the shadow side of leadership?
The Secure Leader and Organisation Politics
The leader of high performing teams called by David Clutterbuck the Secure Leader, who is able to think about and use constructive and positive politics and have the confidence to let go. While insecure leaders tend to operate in the political arena in a more destructive and negative way.
Equipping Leaders to Manage Through Change
Taking the right risks one of the catalysts to personal disruption and get leaders equipped to harness change.