¿Cómo entrenas a otros para que sean más resilientes? (2024)

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Rest is resistance. Be mindful of over extending yourself. Allowing yourself to rest allows you to have energy to show up and be your best. Continuing beyond tired leads to exhaustion. Continuing beyond exhaustion leads to burnout. There is an alarmingly high rate of professionals falling victim to suicide and other mental health impacts because of mere exhaustion and the relentlessness of being burnt out and not being able to carry on. Protect yourself by putting work down. Have some non-work fun. Know that everything doesn’t have to be solved in a day. For things that are top of mind, write it on a post it and put it on your computer for the next day. Have a stopping point and boundaries for your time.

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The biggest factor that has contributed to my resilience and the people I work with is the knowledge that everyone struggles. With a few careers in my belt as an anesthesiologist, entrepreneur, and now in the world of venture capital, I realize every successful person in these industries has had to be tested and overcome a lot of stress, anxiety, doubt, and had to tap deep into themselves to overcome the obstacles ahead. I think we forget this. We see a pathway for people and their success but not the obstacles. We all learn resilience and will continue to lean on it to do anything truly meaningful. This truth is the foundation for coaching and motivating others to learn resilience. Good luck out there!

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Remember that the root of the word “resilient” stems from the Latin: “Resilire.” Meaning: “to leap back.”Yes, before we can ever talk about springing forward and gaining momentum through adversity, we must first step back, and find our footing.Think of it this way…when you last wanted to sprint or run for a longer distance, what’s the first move you made? You plant your one foot back, to get your stance from which to spring into action. It’s no surprise then, that to go farther and push through, your first step is in fact “to leap back.” But this is not about going backwards…ever. This is about reaching new heights, distances and milestones. And the only way you’ll do that is to first find your footing and anchor in your values.

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Use failure as fuel, not a funeral. Got a setback? Great, that's a chance to recalibrate and come back stronger. As for feedback, it's not an insult, it's intel. Difficult situations? They're like a treadmill, hard, sweaty, but they condition you for the marathon. Your resilience isn't just about bouncing back, it's about bouncing forward.

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Yeah, I don't think a manager can effectively guide their reports with resiliency if they haven't practiced it themselves. ;-)

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The importance of relationships and team culture cannot be overstated when it comes to building resilience. As a leader, creating a supportive environment is crucial for enabling your team to thrive. By cultivating trust, open communication, and fostering collaboration, you lay the foundation for resilience to flourish.

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Creating a supportive environment isn't about warm and fuzzy platitudes; it's strategic. Start with empathy, not the kind you stitch on a throw pillow, but the unvarnished, hard-edged variety that understands people are not resources but the source. To quote a management trope: hire for attitude, train for skills. Surround people with those who challenge yet inspire them. Incentivize risk-taking; laud the "failures" because each is a lesson learned, a rung on the ladder to success. Encourage autonomy, yet build a culture that revels in collaboration. And remember, if your "values" are just words on your website, they're not worth a damn. Practice what you preach.

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I completely agree, Trust should be the foundation of any relationship be it your own personal life or work life.Followed by a clear, honest and encouraging conversation.I firmly believe that celebrating each others success helps build a strong and successful culture.

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What defines a supportive environment? And who defines it? The leader? The group members? What does "trust" and "collaboration" look and feel like to that specific community of people?

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Remind your people (that means all of your people — subordinates , peers, and leaders) that resilience is a team sport — and everyone has to be “rowing in the same direction.”Be willing to expose a bit of personal vulnerability as an example. Stay well read on what resources are available to those struggling. Applaud those who seek help and help others without prompting. Environment matters and it all starts with one person.

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Resilience is key to thriving. I often share with folks:-Get clear on your needs.-Pause, and do the reflection.-What must be true for you to feel good?-What does it look like when you're at your best?Because stress is a normal part of life, we then look at:-The power of pausing.-Identifying their triggers.-Building in tools to manage those triggers.-How to respond (intentional) vs. react (instinctive)Resilience can be learned, but it requires practice.

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It is essential to understand the stories that leaders are telling themselves. Let's start with the words "I failed," often a story we tell ourselves when something does not go as expected. But when you dig into the situation, it is rarely failure. Giving leaders the space to make mistakes and helping them see the situation for what it is or is not ensures they are not building what I call the "😈🧠Naughty Neural Pathways." These pathways are formed through repeated negative thinking patterns and emotions, leading to a predisposition for more negative reactions.The more you label your disappointments as failures, the harder it is to see the situation.Help your leaders put the situation in perspective. I agree, Ken, reframing.

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Something to consider: in order to coach/mentor to develop the resilience of an individual, trust must be established. The mentee must feel safe with the coach/mentor, which comes from taking time to establish a relationship prior to the this lesson in resilience is required. As a Coach or mentor, the role now is to help our mentees process and build a roadmap forward from the adversity through a “hotwash” or a clinical analysis of what went wrong, what lessons were learned, and what processes can be built to succeed in the future. It’s then up to the mentee to put those “lessons learned” into action, proving to themselves their ability to bounce back.

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I'm curious; how many managers here would say they feel comfortable in the realm of emotional regulation? Positive affirmations and breathing exercises are helpful, but superficial. So much of who we are is tied to the memories, wounds, and "story" (self-identity) stored in our subconscious. So what does it really mean to "practice mindfulness"?

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Building self-awareness of your emotions is critical to building resilience. By that I mean building the capability of recognizing your emotions, naming them, doing the hard work to understand why you are feeling them, and also exploring the impact of your emotions on others. When we understand why and how we react to difficult experiences, we then have the knowledge we need to practice techniques to manage those emotions. You have to start with awareness, not management.

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When providing positive feedback on how you’ve seen team members show resilience, be specific vs general in your feedback. There is a difference between “You took that news well in the meeting today” and “I noticed in the meeting how you took in that difficult news very calmly and thoughtfully, asked good questions, and then took a breath and moved on with the conversation.” The former is nice to hear, yes; the latter provides specific behaviors to reinforce.

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Just saying, "I see you, I'm proud of you, and I'm inspired by you" can go a long way. (When was the last time someone told you that they're proud of you? Didn't it rock your world?) ;-)

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In order to develop our teams, it is important for the leader to be in touch with their own resilience. Once there is an understanding of the strengths, needs and values of each person on the team, we can see what level of resilience they have. While we can teach resilience, we all have a level of it in us already. It's a matter of bringing that out and showing our team members how they can bounce back from adversity. The first step is to lean into the discomfort, acknowledge what is challenging, embrace our fears and run suggested solutions by someone we trust - not to ask for the solution, but to work through finding the answer with someone who listens more than speaks.

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Resilience is not a one-sized-fits all definition for everyone. Start by helping someone figure out what "bouncing back" would like like for them in terms of how long and where back to.For some people, it may be a "snap back" to just like things before. For others, it might be a longer journey to a new normal. By helping them set expectations that fit them, you can set them up for success on their own terms in being resilient.

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It is vitally important to create boundaries. Saying no is life supportive. Saying yes to everything is also saying a silent no however you generally are not aware of what you are saying no to. If you don’t know what you are saying no to while you are saying yes - it’s probably yourself that you are saying no to. Knowing how to give a full bodied yes to the things that support and can hold us as important as saying the clear no. Being able to distinguish when to say yes and when to say no is golden and promotes resilience.

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Resilience shares a close kinship with the principles of improv theater. The unexpected twists and turns of improv train individuals to embrace uncertainty and collaborate effectively, mirroring the agility and cooperation required to bounce back from adversity. Furthermore, the improv philosophy of saying "Yes, and..." fosters a positive, solution-oriented mindset, while its emphasis on empathy enhances emotional intelligence, a vital component of resilient leadership. By incorporating improv techniques into resilience training, leaders can cultivate teams that are not only more resilient, but also more collaborative, creative, and prepared for whatever comes their way.

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