Resilience

Vital to Leadership success

While being a great individual achiever, Cathy is also a team player. I have worked with her on projects for several years. She always goes out of her way to make everyone involved in every project (customers, team members, and the general public) 'win' as a result of her efforts.

Marshall Goldsmith
Executive Development Consultant

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The belief that leaders have the endless stamina, ideas, and skills it takes to deliver success year after year is a fallacy of the past. Thus, resilience, the ability to bounce back, cope, renew, and revitalize, has become a key watchword for today's savvy leaders.

Learning to be resilient is a full-time job, which never stops. If leaders are to enjoy continued success, today's leaders must understand two related issues with regards to resilience. First, passion for excellence can take them only so far; leaders will burn out if their physical, emotional and mental limitations are ignored. A recent study by Korn-Ferry found that 90% of leaders were let go due to physical or mental conditions that impaired their leadership effectiveness. Second, organization changes planned without consideration for the impact on the human condition, will not only cause current leadership to falter, but they will also cause the next crop of leaders to be inefficient and ultimately everyone will suffer.

At h2c resilience is woven into the program through self assessment, ongoing evaluation, and coaching. The program focuses on four key elements of resilience as part of an underlying support structure for successful leadership development, coaching, and growth. These elements are personal mastery, awareness, emotional intelligence and wellbeing.

  1. Personal Mastery: To know your own strengths and limitations. In addition, it is to know who in your network or organization complements your capabilities, thus enabling you to be a more masterful leader through teamwork.
  2. Awareness: To understand the context of the challenges you face and to know what resources you will need to build and sustain the required solutions. Awareness comes from experiential learning, consciousness about the degree of change required, and empathy. Self-awareness is realizing what you are experiencing and responding in kind with both body and mind.
  3. Emotional intelligence: To realize the personal impact you have on others and to understand how that connection creates and maintains relationships for influencing and leading with authentic character and intent. Emotional intelligence when used with awareness increases effectiveness and credibility.
  4. Wellbeing:. In order to achieve and engage work and life at all levels possible, leaders must strive to maintain optimal physical, mental/emotional, and spiritual well-being.

To lead in the organizational arena of the 21st century necessitates much more, including continuous development of potential, highly effective utilization of resources, and mental/emotional clarity. The market place has never been more competitive; therefore sustaining achievement requires leadership to engender a pervasive state of wellbeing Meeting the on-going challenges of today's work-world minimally requires competency, stamina, and perseverance. The ultimate goal is to bring these and other factors into play in order to realize and maximize sustained achievement. A recent study of CEO succession at the world's largest companies revealed a surprising number of departures by chief executive officers due to deficient performance. In fact, with a 70% increase over 2001, these numbers reached an all-time high in 2002. Most of these deficiencies come from the lack of investment in leadership strategies for the future. At the LeBow College of Business, Institute for Strategic Leadership, we believe that it is time to seriously rethink traditional leadership strategies.

While business acumen and industry knowledge can be gained from the classroom, we believe that leading for life requires a broader relationship to ones self as well as the business community. Successful leaders of the future will be willing to be unreasonable and to try the unthinkable. They will make time to develop their own core operating model, and they will not be afraid to cannibalize the operating model of their organizations when times demand a change. They will use their intuition as well as their industry knowledge to make sense of data driven analytical evidence in a constantly changing market context that requires both.

The foundation of this expanded and nonlinear leadership approach is rooted in the processes of personal awareness and self development, and it is developed within the context of positive psychology leadership skills required for success.

We cannot expect the kind of leadership that worked in the past to continue to be functional now or in the future. At h2c our challenge is to revitalize, rebuild, and renew leadership stamina through both wellbeing and shared leadership approaches to accountability. We build on this idea through a set of customized, programs, personal coaching, and individual and team networks, which ultimately support leadership resilience. We believe that when leaders take the time to build community, understand themselves, and rethink the possibilities of nonlinear strategic planning, great things happen.