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Embracing Difficulty = Grit

December 3, 2016 by Gill Thackray Leave a Comment

Resilience: from the Latin word resilo – to jump back. The capacity to bounce back from adversity, adapt and succeed.
Embracing difficulty is key to resilience. But what is it? Resilience describes our ability to manage difficulties effectively rather than be overwhelmed when confronted by adversity. Perhaps one of the most profound definitions is from Viktor Frankl, concentration camp survivor and author of ‘Man’s search for Meaning”. ‘When we are no longer able to change a situation, we are challenged to change ourselves.’ It comes as no surprise that Frankl’s work has been modified and applied in a workplace setting.  An increasing body of research suggests that resilience is also a valuable predictor of success. Penn Professor, Angela Lee-Duckworth’s research suggests that resilience is an even more accurate predictor of success than IQ. A heady claim for something we’re not taught in school. So what’s is it about resilience that makes it such an important differentiator? Lets find out.

Facing Difficulty
Glenn Richardson, Professor and chair, Department of Health Promotion and Education, University of Utah describes resilience as mental toughness and encourages employees to think differently about how they view difficulty. When met by challenge, Richardson suggests that we develop the mindful habit of taking a moment of calm to support ourselves in developing resilience, by making a choice to work with our emotions to accept failure and examine what we can learn from it. This presents a very different approach to turning away from difficulty to get the job done which employees are sometimes forced into doing by workplace pressures. Dr Gregg Steinberg suggests that challenge and adversity can develop emotional intelligence and grit, enabling people to bounce back to an even higher level of resilience than before. For Steinberg, adversity creates and shines a light upon what is missing in life, highlighting what we need to be more successful and happier. Watch Gregg talking about ‘Falling Up’ in our ’10 Best Resilience Videos’ blog. You might be asking yourself how you can turn towards difficulty or failure when your natural response is to turn away, run for the hills and avoid it. Resilience is a skill that can be learned and you can begin to work out your resiliency muscles right now. The next time you face adversity, try the following;
Embed calm checkpoints into your day.

Stop.

Take a moment to notice what’s happening. Breathe and sit with what is there for you in that moment.

Name it.

Known as ‘Affect Labelling’ this is where you identify the emotion. Try saying to yourself “Hello anxiety” if that’s what you’re feeling. Recognising and naming the emotion makes a distinction; you are experiencing anxiety rather than labeling yourself as an anxious person.

Work with what shows up.

As human beings we typically move towards what feels good and avoid what doesn’t, frequently missing what we feel neutral towards. Instead of moving toward the positive or trying to push difficult emotions away, bring a gentle curiosity to both. Notice your reaction without judging it. Reflect on the nuances of perceptions of positive, negative and neutral. Is there an associated response in the body? Tension or lightness? Bring mindful awareness to whatever arises.

It’s not Forever.

Recognising the impermanence of all emotions is key. Mindfulness teaches us that emotions are just mental events with a short life span. Ask yourself what you need in order to manage that emotion in this moment.

Investigate.

Reflect on what is really going on for you. Is there historical stuff or emotional baggage that has led to this emotion? Your response might be appropriate, now you’ve investigated you’re in a better position to choose how to respond effectively and skillfully.

Practice on a regular basis.

When you develop the capacity to face difficulty you are able to make more skillful choices. Mindful awareness of challenging situations gives us the opportunity to defuse difficult thoughts and emotions and create distance. With that distance we can choose our response rather than falling into habitual knee – jerk reactions.

Difficulty is part of life, it isn’t going anywhere soon but the good new is that resilience isn’t an absolute. Changing over time it can grow, be learned and developed. For more information on how to build your resilience check out our other blogs, our free ‘Build Your Resilience’ webinar or come to one of our resilience training courses, we’d love to see you there!

To find out more about building resilience or resilience training contact us at info@planetpositivechange.com 

Filed Under: compassion, dealing with difficulty, Mind-Body connection, Mindfulness, mindfulness at work, Mindfulness courses, Mindfulness courses London, organisational mindset, Performance, Positive Psychology, positive psychology courses, positive psychology courses London, positive psychology masterclass, positive psychology masterclass London, positive psychology training, resilience, self compassion, stress, Training London, workplace resilience. resilience at work Tagged With: bespoke positive psychology courses, building resilience, embracing challenge, embracing difficulty, grit, positive psychology courses in the UK, positive psychology courses London, resilience, resilience c, resilience training, resilience training London, resilience training UK

Agile Leadership in a VUCA World

October 12, 2016 by Gill Thackray Leave a Comment

 

The ability to remain agile and flexible as a leader in what has been termed a VUCA (volatile, uncertain, complex, ambiguous) world is of paramount of importance in the current economic climate. Leaders and employees, it seems, work against a backdrop of uncertainty. The HSE Work related stress, anxiety and depression statistics in Great Britain for 2015 make grim reading:
The total number of cases of work related stress, depression or anxiety in 2014/15 was 440,000 cases, a prevalence rate of 1380 per 100,000 workers.

The number of new cases was 234,000, an incidence rate of 740 per 100,000 workers.
2014/15 was 9.9 million days lost due to stress. This equated to an average of 23 days lost per case.

In 2014/15 stress accounted for 35% of all work related ill health cases and 43% of all working days lost due to ill health.
The main work factors cited by respondents as causing work related stress, depression or anxiety (LFS, 2009/10-2011/12) were workload pressures, including tight deadlines and too much responsibility and a lack of managerial support.

 

Stress isn’t going anywhere
Stress, is one factor of the modern workplace that isn’t going to disappear anytime soon. It has always been part of the modern workplace, however, increasing levels of stress are something of a more recent phenomena. Whereas organizations are currently observing a general decrease in absenteeism (CIPD 2016) the continued rise in stress related absenteeism shows no sign of abatement. The age old tradition of ‘boss bashing’ and complaining to colleagues only serves to hinder and diminish our ability to bounce back from stressful events (Siber, 2005). Nietzsche’s claim that “Whatever doesn’t kill me makes me strong” does not hold true for today’s workforce. If leaders are to remain agile in a VUCA world, we need a new solution.

Bouncing Back

Levi, 2000 EU Guidance on Work Related Stress defines resilience as “The ability to mitigate the effects of stress i.e. factors such as emotional, cognitive, physiological, behavioural responses to work, the work environment or the organisations”. Building organisational capacity to develop resilience is key for leaders to meet these challenges head on in such a turbulent landscape. But how to do it?
Develop your emotional intelligence.

Relationships are key and will keep you sane. Make sure you have a support network both in and outside of work. Get to know your department, your team, those around you. Find out what makes them tick and continue to build rapport with those around you.

Define your purpose.

Is your leadership your calling? Is this what you were put on the earth to do? Know why you are doing what you do every day, making sure your values are in alignment with your actions. Create your very own mission statement and live your values.

Make time to reflect.

Protect regular time to reflect upon how you operate as a leader and as an organisation. Use the time to reflect on where you are now and where you want to be, identifying the gap in the middle. Consider systems, processes and procedures, are they working? Can they be improved? Reflect upon what’s happening in your field internationally, who are the thought leaders? Is there an opportunity to partner with them or learn from new systems, processes or theories?

Don’t stop learning.

When you’re faced with leadership chaos, personal development is often the first thing to fall by the wayside. Make time to learn, keeping yourself ahead of the curve. It’s not wasted time, it’s an investment in yourself.

Forget blame.

Embrace failure and learn from it. Ditch the blame game and focus instead on learning information – learn from what went wrong. What processes and procedures worked? What didn’t? How can you learn from them? What can you tweak, change or do differently next time? Failure is an opportunity to refine and remain agile. Use it and embed it in your culture.

To talk to us about resilient leadership, VUCA or anything else that takes your fancy, contact us at admin@planetpositivechange.com

Filed Under: Agile, broaden and build theory, Change, change management, Emotional intelligence, leadership, Leadership courses London, leadership training, Leadership training London, managing change, Motivating Others, organisational mindset, Performance, positive psychology courses London, positive psychology masterclass, positive psychology masterclass London, positive psychology training, resilience, Training, Training London, VUCA

Trump, Leadership & Chocolate Cake

September 22, 2016 by Gill Thackray Leave a Comment

As election fever escalates and we wait with bated breath to see who will triumph, a new study in the Journal of Personality likens the impact of narcissistic leadership to chocolate cake. It seemed like the perfect time for Positive Change Guru to take a look at what Trump, leadership and a slice of our favourite cake have in common….

The Chocolate Cake Effect

“The first bite of chocolate cake is usually rich in flavour and texture, extremely gratifying. After a while, however, the richness of this flavour makes us feel increasingly nauseous. Being led by a narcissistic leader can produce a similar effect.”

In ‘This Leader Ship is Sinking: A Temporal Investigation of Narcissistic Leadership’ Wei Ong, Ross Roberts et al describe the honeymoon period whereby the confident, outgoing and dare we say it, pushy character appears to make a good leader. In times of political strife, those who sound as though they know what to do can seem a good option (even if they, like Trump, seem a bit hazy on the how). The researchers found that just like the first hit of chocolate cake, this kind of leadership doesn’t last. It simply isn’t up to the long haul required for long term change.

Narcissism Stunts Motivation (Yours Not Theirs)

The study followed 142 students taking part in weekly group tasks. Throughout the research the participants were asked to rate each others’ leadership skills. Students scoring high levels of narcissism rated higher on leadership in the beginning but as the research continued, that perception began to fade. Those initially perceived as leadership material were increasingly less likely to be rated as having the requisite skills. This decline was attributed to a lack of transformational leadership skills. The narcissistic leaders simply didn’t have the ability to motivate others. When we’re looking for a leader we need more than the chocolate cake effect. A transformational leader inspires and motivates others, creating transformation and growth. It’s hard to do that if you’re constantly focusing on yourself as a leader.

When the cake is finished and only the crumbs remain, how do you inspire your team?

  1. Know Your Team. Take time to get to know your team. Identify their strengths along with areas they need and want to develop. Ask for their opinion and their ideas. Say ‘Hello’ ask them how they are. Build a genuine rapport and learn who they are and what motivates them.
  2. Listen. Collaborate with your team. Encourage suggestions and ideas. Incubate innovation by listening to (and implementing) new ideas cultivating a no blame culture so that you’re team isn’t afraid to try something new.
  3. Be Clear On Your Vision. Know what you want to achieve and communicate that the your team, department and organisation. Your vision shouldn’t stop with your senior leaders. You all need to know what you’re aiming for if it’s going to succeed. You should be able to articulate your vision in less than 5 minutes.
  4. Model Behaviour. Model the behaviours, values and attitudes that you have laid out in your vision. Nobody wants to be the leader who espouses one thing and does another. Audit your behaviour to check that you’re walking your talk.
  5. It’s a VUCA World. If you’re leading transformation in a VUCA world (and you are) it’s important to aid your own growth and development as a transformational leader. Take time out to;
  •           Challenge your assumptions
  •           Be flexible in your communication style
  •           Take time to reflect and renew

 

Filed Under: Change, change management, confidence, first impressions, influence, leadership, leadership training, managing change, organisational mindset, Uncategorized Tagged With: change, change management courses London, chocolate cake effect, inspire, leadership, motivate, narcissism, narcissistic leaders, transformational leader, Trump

5 Positive Psychology Coaching Skills Every Leader Needs to Develop

May 19, 2016 by Gill Thackray Leave a Comment

 

The business world has long since recognised the value of using coaches for their top performers. But coaching skills don’t have to remain the exclusive domain of a professional coach. What if you were to grow those exact same skills in house? As an internal coach you are uniquely placed to develop powerful relationships along with lasting individual and organizational change. Leaders are increasingly developing their own coaching style of leadership, viewing coaching skills as a core leadership competency. So what are coaching skills and how exactly can you develop them?

Identify Strengths

Traditionally the model of development pivots on shoring up our weaknesses. Good leaders recognize that this is an outmoded (and incorrect) deficit model. Instead, by taking a strengths based approach, looking at what’s working, rather than what isn’t leaders are able to increase efficacy. Enter positive psychology. Research (Linley 2009) demonstrated that by identifying and leveraging strengths we see a bump in performance of around 38%. Once you’ve identified the strengths of your team you can begin to develop them, aligning them with your business goals and challenges. Not sure what a strength is? Go to the world’s most used, free strengths assessment, the VIA at www.authentichappiness.org and take your team with you.

Curiosity

When you’re coaching others it’s important to be curious about them, the environment they operate in and the world around them. Curiosity will help you to stay open to new ideas and innovations, keeping you a step ahead of the game. Being curious will prevent you from believing that you have all of the answers, leaving you open to fresh ideas and suggestions from your team. Growth mindset coaching questions to develop your curiosity and your team are;

“What do YOU think some options are?”  “What would YOU do?”  “What are the pros and cons of each option?” “How would you advise a colleague?” “What is the learning information here?” “What can you do differently next time?” Ask questions that will help your team, to identify their motivations, to see other alternatives and achieve their goals.

Feedback and Accountability in Positive Psychology Coaching

It’s that checking in with staff on their progress that makes such a powerful difference to achieving success. Research by Christine Porath and Gretchen Spreitzer found that the four factors necessary to sustain a high performing team were; feedback, autonomy, civility and information sharing. It’s a growth mindset blueprint for success. Feedback enables your team to know if they’re headed in the right direction. Make it clear, timely, specific, non-judgemental and positive. Once accountability has been established, staff have a whopping 95% chance of achieving their objective. Think about the systems and processes that you have in place to enable staff to build this sort of accountability into their role. Consider how you support, encourage and motivate staff to be accountable for the goals that they have committed to.

Listening

Yup, it sounds obvious but often it descends into either combative listening; waiting for the other person to shut up so that you can interject with your own point of view and tell them how they ‘should’ be doing it or passive listening; peppered with a string of “Umms” “Uhuhs” or nods as you slowly zone out. A coaching skill that is often overlooked.

With genuine listening you’re aiming for active and reflective. Make sure you focus as you listen and regularly reflect back to check your understanding of what has been said. There really is nothing quite like the attention of a good listener and this skill will help you to build rapport to boot. Leave your own agenda behind (remember your curiosity?) keep interruptions to a minimum and watch the dialogue flow.

Positive Psychology Coaching and Communication

Karen Tweedie of Access Leadership says “Better conversations mean better relationships, which lead to better output.” Below are a few tips to help the coaching leader support direct reports or other key stakeholders:

  1. See yourself as a thought partner, listen for potential (of people and ideas)
  2. Keep your questions open-ended (be willing to be surprised)
  3. Encourage self-discovery (encourage colleagues to find their own answers to their own challenges)
  4. Put your attention on the person in front of you, not the issue
  5. Expect that the person is capable of discerning the best approach
  6. Empower the other person to succeed – remove obstacles, provide resources
  7. Maintain accountability, celebrate effort and results

Once you’ve mastered these coaching skills you’ll have a vital addition to your leadership competencies, increasing your impact, developing your people, improving your relationships and your results.

Why coach using positive psychology? Rarely are jobs designed to match the talents, preferences, and aspirations of the individual. Dr. Amy Wrzesniewski, professor of Organizational Behavior at the Yale School of Management, discusses the art and science of job crafting.

We love to talk about all things positive psychology at Positive Change Guru. Check out our forthcoming events or get in touch to find out more about our suite of courses and discuss bespoke positive psychology training for your organisation.

Positive Psychologist Amy Wrzesniew on Job crafting & creating meaning in your own work

Filed Under: Change, confidence, Emotional intelligence, Focus, growth mindset, growth mindset organisations, leadership, Mindfulness, Motivating Others, organisational mindset, positive emotions, Positive Psychology Tagged With: coaching, Gill Thackray Positive Change Guru, Gill Thackray Positive Psychology Expert

Organisational mindset – what’s yours?

December 2, 2015 by Vivienne Dutton Leave a Comment

Organisational Mindset and Culture

Related:

How to develop a growth mindset culture in your organisation

The 10 Best Growth Mindset Videos

What is mindset?

Mindset refers to the work of Carol Dweck, a psychologist at Stanford University who has spent over thirty years studying the effect of mindset on individual and organizational approaches to learning and managing challenge.

A growth mindset is the belief that abilities and skills can be developed, that a conscious effort to strengthen and improve our abilities will increase them. In contrast, a fixed mindset is the belief that our abilities are fixed and regardless of effort, can’t be significantly changed.

Mindset also applies to the culture of teams and organisations.

Dweck has also worked with employees from a number of Fortune 1000 companies to discover the differences between a fixed mindset organizational culture and a growth mindset organizational culture. One of the most interesting findings in her research so far is that, whether an organization has a growth or fixed mindset, the employees are instinctively aware of the cultural mindset and this can have a significant impact on behaviour.

There’s no hiding mindset

“In broad strokes, we learned that in each company, there was a real consensus about the mindset,” Dweck says. “We also learned that a whole constellation of characteristics went with each mindset.”

Dweck found employees at fixed mindset companies:

  • often said that just a small handful of “star” workers were valued
  • demonstrated less commitment than employees at growth-mindset companies
  • felt the company was unsupportive
  • were anxious about failing and as a result, pursued fewer innovative projects
  • regularly kept secrets and cut corners to try to get ahead

Which organisational mindset rates their employees more highly?

Supervisors in growth-mindset companies were more positive about their employees than supervisors in fixed-mindset companies, rating them as;

  • more innovative
  • collaborative
  • committed to learning and growing
  • more likely to describe their employees as having management potential.

The mindset an organisation fosters has significant implications for how individuals and organisations develop, innovate and navigate a fast paced, changing world. Mindset greatly influences how challenge is approached. Those working in a fixed mindset culture are less likely to take on challenges and risk failure. When failure strikes, those with a fixed mindset cope less well than their growth mindset counterparts and are significantly less likely to learn from failure.

In the meantime, more from Carol Dweck:

Here at Positive Change Guru we love to talk about all things growth mindset. Get in touch to find out more about our suite of courses and discuss bespoke growth mindset training for your organisation.

Filed Under: organisational mindset Tagged With: bespoke growth mindset courses, bespoke growth mindset training, carol dweck, growth mindset courses, growth mindset courses London, growth mindset training, growth mindset training london, organisational mindset and change, Viv Thackray growth mindset expert at Positive Change Guru

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