Sometimes it’s not about the goal, it’s about everything that makes them happen. Being solely focused on goals means we ignore the hidden costs associated with progress towards them, which in turn means that our goals don’t get the full support they deserve and our resilience is undermined.
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articles, news and unique insights taken from our work developing resilience in organisations and people.
If you don’t have self-awareness, if you can’t have empathy and effective relationships, then no matter how smart you are, you are not going to get very far. Sounds obvious we know but what if you are setting boundaries at work that undermine your resilience? And are you aware of them?
Thinking differently is the fastest way to gain a productivity leap. A step change in productivity is often driven by changing the way the team thinks, rather than the tools they use. In particular, empowering people to shift their own mind-set and skill set to tackle failure and setbacks head on has a big impact. When teams and individuals have this, barriers take on a different meaning.
Psychological safety is vital in a health, resilient workplace. Find out why in this article highlighting the impact of working for a difficult and demotivating boss.
It’s hard for anyone to give 100% if you are spending some of your energy trying to be something you are not. Unfortunately, many of us are trying to fit into a view of what we should be at work. Read how to cultivate an environment of respect and psychological safety so people can be themselves.
Taking a whole school approach means we can introduce a core set of skills to proactively manage mental health and reduce the social and emotional barriers to learning, together. There is so much power in introducing a common language in which our school community are better able to talk about their challenges and their emotions without feeling vulnerable. So many young people today have low aspirations and opinions of their learning capacity and motivation and resilience is reaching chronic levels.
We are constantly being defined by what good leadership is in the eyes of those who have come before us. The reality of any given situation or organisation is that leadership and what is required to make a good leader is different everywhere. Defining it by a single word or sentence is difficult and often inaccurate.
Special Forces has a gruelling recruitment process designed to focus on more than technical skills and capability. Here’s what organisations and leaders can learn from that in terms of employer brand. Written by someone who knows.