- 3.1: Introduction to resilience
- 3.2: Team building
- 3.3: Resilience assessment
- 3.4: Building capacity for resilience
- 3.5: 7 Factor resilience framework
- 3.6: Resilient workforce
- 3.7: Resilience and presenteeism
- 3.8: Resilience and nutrition
- 3.9: Leading for resilience
- 3.10: Resilience training
- 3.11: Resilience training workshops
- 3.12: Resilience Training - Train the Trainer Programme
A resilient workforce is a profitable workforce
Resilience is the term we use to describe how effectively we bounce back to normal from experiencing adverse events at home and at work. Resilience is, also, the term we use to describe someone who has a high level of energy and determination to drive through ideas and actions in the face of challenges that could undermine the successful conclusion of a plan of action.
Resilience is about personal strength; it’s about how well we can absorb and ignore the knocks and experiences of everyday life at home and at work so that they don’t interfere with our daily routines.
Resilience is typically idiosyncratic. One person’s resilience against seeing snakes in the grass can be another person’s terrifying ordeal; one is not affected by seeing snakes, whilst the other may suffer shock for sometime after the event. Resilience is, therefore, a form of de-sensitisation, reducing our levels of sensitivity to adverse events, providing us with the skills, knowledge and experience to overcome difficult experiences.
Achieving high levels of resilience at work makes a significant contribution to the reduction of sickness absence, staff turnover and the high costs that these incur.
By being resilient to various diversions at work, employers see an increase in productivity and efficiency.
A resilient workforce is a profitable workforce.
The dimensions of personal resilience
Self confidence This dimension includes a high level of self-confidence and self-belief, together with the ability to rise above challenges, and to see ways through them.
Vision This provides a clear idea of what individuals really, really want to do and achieve. This enables them to approach challenges as though they are opportunities.
Flexibility and adaptability This enables individuals to respond to changes, and view the world as a constantly changing place. Being able to adapt to change is key to being resilient.
Organisation In the face of chaos, increasing demand and time poverty, this contains the ability to focus on critical events and challenges requiring attention, and structuring activities that enable more important items to be addressed whilst leaving aside irrelevant distractions.
Solving problems Resilient people get to grips with solving problems. They have the determination, tolerance and patience required to get to the bottom of problems, and by doing so, provide them with opportunities of resolving problems.
A Problem Solving Scenario
A room has three ceiling lights. Outside the room are three switches. Each switch operates one light. You have to work out which switch operates which light. The door is closed and there is no way of seeing into the room without opening the door. You are allowed to enter the room only once and must then be able to say with certainty which switch operates which light.
SolutionTurn on one of the switches. Do not enter the room, but wait five minutes. Turn that switch off and another one on. Enter the room. The light that is on was operated by the switch that is on. Touch the lights that are off and determine which the warm one is. That is the light operated by the first switch you used. The remaining light is operated by the remaining switch.
LessonWhen we view a problem from only one dimension we limit our range of solutions. If we think bulbs give off only light we will struggle with this problem. What could you gain from having another dimension on the knowledge and opinions of your colleagues that a well being survey would provide?
Social interactions Interactions between people help to develop and sustain resilience. A positive interaction is where one person is attentive to another and demonstrates real interest, empathy and understanding. When this happens, normally the same level of attentiveness is reciprocated. People with high levels of emotional intelligence will also show high levels of resilience.
Networks Social and professional networks can lead to genuine relationships between people because of their shared interests, and mutual support.
Positive action This includes the ability to be active in embracing challenges, and no simply reacting to them. This may include assertive behaviour that demonstrates a clear goal to be achieved, and determination in achieving it.
Our training programmes train individuals in the skills and knowledge that is needed to develop resilience.
Our training programmes are normally constructed around the needs of our clients and aimed at achieving all or some of the characteristics described above.
Call us on 01242 241882 or email us to discover how our resilience training programme can help your managers and workforce develop resilience against stress and other adverse events at work and at home.