from resilient leadership: navigating the pressures of modern working life, george kohlrieser, imd, 2014
Resilience is the human capacity to meet adversity, setbacks and trauma, and then recover from them in order to live life fully. Resilient leaders have the ability to sustain their energy level under pressure, to cope with disruptive changes and adapt. They bounce back from setbacks. They also overcome major difficulties while still engaging with an adequate attitude.
Resilience is a crucial characteristic of high- performing leaders. Leaders must cultivate it in themselves in order to advance and thrive. They also carry the responsibility for helping to protect the energy of the people in their teams. Leadership is sustainable only if individuals and teams are able to consistently recover high energy levels.
“I am the master of my fate / I am the captain of my soul” Invectus, William Ernest Henley, 1888
It is often forgotten that one must learn to lead oneself before being able to lead others successfully. Before take-off, we are instructed that, in the event of a drop in the cabin’s air pressure, we should put on their own oxygen masks before helping others. In a similar way, self-leadership provides the backbone for the effective leadership of groups. A high- performing leader needs to be physically, mentally and emotionally functional– as well as resilient– in order to inspire and guide others to achieve ambitious goals over the long term.
A high capacity to form attachments and bond with others is one of the pillars of resilience. Strong personal bonds give us the confidence to take risks and aim for stretch goals. They are also vital in supporting us as we recover from failure and disappointment. Relationships based on trust are our “secure bases.” They form a network of people we know we can count on, both in our personal lives and at work.
How well leaders cope with stress helps to determine how resilient they are overall. Good leaders need to experience a sense of urgency when their projects are at stake. Momentary stress can help galvanize individuals and teams at a critical juncture. In contrast, people who never worry about anything cannot get their organizations to perform at optimal levels.
To enhance their resilience, leaders need to identify the coping mechanisms that allow them to relieve tension and regain their positive energy. These stress management options include “talking out” worries and concerns, doing something for others and healthful eating.
Building resilience is essential. It is useful to examine the combination of our organizational roles, professional roles and personal roles to ensure that the different aspects of our identity are in balance and that we are able to experience the joy of living.