Our capacity to build and maintain resilience is fundamental to successful transitioning. In times of unpredictability, stability and certainty break down as our routines are disrupted, our reactions become extreme and intense, our relationships change, roles shift, and we experience a potentially unfamiliar and new sense of identity. Such changes can be overwhelming.
There are coaches out there who are ‘super strong generalists.’ They really know how to dig in and help their clients excavate what is most important to them. More specialist areas include life coaching, coaching through divorce, career coaching, leadership or team coaching and even maternity coaching or coaching for young people making a transition. The best advice is to ask your potential coach if your needs fall into their speciality.
Leaders and HR professionals are ultimately accountable for the wellbeing and engagement of their people. The danger with the increasingly common wellbeing initiatives such as mindfulness, physical health checks and nutritional advice, is it focuses only on wellbeing on an individual level, placing the emphasis on the ‘employee,’ rather than the ‘employer.’
In today’s world we are constantly asked to make quick decisions, think on our feet and act fast. Too often we confuse “my truth” with “THE truth” and it’s this that can cause tension, stress and disconnection between people. Great connections can soon become stuck if we fail to check and validate our assumptions before we act. For instance, before every meeting do you assume everyone knows why you are meeting? Do you assume that everyone has what they need to fully participate in the meeting?
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.
I can see now that he was managing his career with those above him and it was all about painting a great picture of both him and what he could deliver. Some people would respect that and see that as a healthy part of leadership and career development. A reality of life in organisations the world over. I certainly didn’t see it that way. Working for that guy was difficult and demotivating
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.
So leaders can develop HERO powers in their people but they’ve got to be looking out for them. Unlike Superman they are not going to be wearing their underpants on the outside so you’ve got to really pay attention. The next time you are talking to one of your team and you get a sense they are not engaged, I’d urge you to think HERO…..what is it that’s blocking their potential and how can I help them become the absolute best they can be? We forget we all have the potential to make a difference to someone else and isn’t that what being a true leader is all about? Making a difference?