Build “robustness” into your organizational culture

Hardy leaders have a heightened sense of commitment to life and work, a greater sense of control, and are more open to change and life’s challenges. Although not immune to the adverse effects of stress, someone who is very hardy is highly resilient. They tend to interpret stressful and painful experiences as a normal part of existence, a part of life that is globally interesting and worthwhile. There are four things you can do to develop your own resilience and that of your colleagues: First, demonstrate a strong sense of commitment, control and challenge when reacting to stressful circumstances. Pay attention to how you facilitate both planning and project reviews. Provide opportunities for constructive performance feedback. Finally, provide opportunities to socialize and interact both on and off the job.

In turbulent times, when change is inevitable, it makes sense to build adaptability. One way to do this is to increase your hardiness, or how you stay healthy despite stress. Hardy leaders have a heightened sense of commitment to life and work, a greater sense of control, and are more open to change and life’s challenges. Although not immune to the adverse effects of stress, someone who is very hardy is highly resilient. They tend to interpret stressful and painful experiences as a normal aspect of existencea part of life that is globally interesting and worthwhile.

Developing your own toughness as a leader and encouraging a strong workplace sets the stage for your organization’s success. Based on research conducted by one of us (Bartone) with a variety of military units and organizations, we have identified four ways leaders can build resilience for themselves and within their teams.

Demonstrate a strong sense of commitment, control and challenge when responding to stressful circumstances.

Stress can be valuable, and stressful events always offer at least the opportunity to learn and grow. Subordinates observe their leaders closely and will tend to learn from the leader’s example. To be visible. Move and be seen. Show a passion for the job and an interest in those doing it. It reminds everyone of the importance of who they are and what they do. When a crisis or difficult situations arise, these can be golden opportunities for leaders to show resilience in the face of stress.

It is important to project a calm approach. Assess the situation, develop an action plan to deal with it, and always show an interest in learning from the experience.

As a group, discuss mistakes and failures in a positive way.

For example, do we accept responsibility for mistakes and seek to learn from them? Or do we blame others and avoid responsibility (and learning)? Leaders build resilience by setting high standards, while treating shortcomings and failures as opportunities to learn and improve.

While much of this “meaningful” influence occurs through normal day-to-day interactions and communications, it can also occur in the context of after-action reviews or more formal debriefings that focus attention on events as learning opportunities and create shared exchanges. positive constructions of events and responses around events.

Capitalize on group success by providing recognition, rewards, and opportunities to reflect on and amplify positive results such as photos, company newsletter stories, employee or team of the month awards, etc

Provide opportunities for constructive performance feedback on a fairly regular basis.

These should open the door to opportunities for growth and learning where appropriate. Make sure you have the right team members who welcome feedback and are willing to take constructive action when needed.

Setting reasonable goals and standards for achievement can help members stay energized. Here too, it is important to show that as a leader you are also open to feedback and changes. This means providing employees with meaningful opportunities to express their own perspective on how to do things better.

Provide opportunities to socialize and interact at work and outside of work.

At work, provide comfortable spaces where workers can meet informally, such as lunch rooms and break rooms. Sponsor off-site team activities such as athletic competitions, community and charitable benefit projects, and educational or professional development trips. These also serve to strengthen organizational cohesion and social commitment.

Social support from coworkers is an important part of coping with stress in a positive way and building a tough mindset. How we make sense of experience can be contagious in social groups. Leverage this by creating a work culture where robust and constructive stress management is the norm.