SKILLS FOR SUCCESS

January/February 2006

Building Resilience For Leadership Success

Barbara Eiser, MA, MC.P
President, Leading Impact, Inc.–Executive Coaching

Mindy Mazer
Senior Client Manager, Salveson Stetson Group, Inc.–Executive Search

Resilience, the ability to rebound quickly from adversity, is a critical leadership competency. It is a key success factor underlying the courage to make decisions, take appropriate risks and deal with constant change in today’s corporate world. Particularly for women, who often internalize failure, building resilience is necessary for leadership success.

Fortunately, increasing resilience is a skill that can be learned. In fact, leadership development programs that incorporate “stretch assignments” found in job rotations, serving on task forces and other challenges can be excellent means to help a manager increase her flexibility, broaden her perspective and build confidence in her ability to deal with complexity and unanticipated situations.

Four major aspects of building resilience include: 1) facing internal and external reality; 2) being willing to learn; 3) becoming clear about deeplyheld values; 4) creating meaning from adversity. Facing reality about a specific situation—such as being passed over for promotion or failing at an assignment— can be painful. However, analyzing the factors that caused the situation, including possible shortcomings or errors, is essential to growth. Men can often more easily distance themselves from problems, acknowledge them within the overall context of the circumstances, learn lessons and then move on. It is necessary for women to do this as well.

For example, a VP of Launch Management Marketing for a pharmaceutical consulting firm led her team for two years to prepare for a key product launch. When the product eventually failed to be successful, team morale fell. The VP recognized the need to face reality so she and the team could overcome the adversity of the situation and learn from their mistakes. Today, her re-motivated team is creating a new product launch with positive signs of success.

When a challenge occurs, focusing on one’s essential values is critical to building a foundation for self-confidence. Some of the greatest growth opportunities occur as a result of what Warren Bennis calls “crucibles of leadership,” which are “experiences…that cause a point of deep self-reflection that [executives]... to question who they were and what mattered to them.” *

Creating meaning is a process by which one builds an understanding of a difficult situation and how the experience could be used positively in the future. This creation process can be transformational, including benefits such as gaining perspective, honing judgment and using more imaginative solutions.

For example, a Senior Manager of Regulatory Affairs worked for a medium size pharmaceutical company where she established a solid reputation over her 10-year career. When the company was acquired by a larger entity, the woman’s new boss and team members were skeptical of her ability to work effectively in a larger and more complex environment. She knew of their concerns, but did not let them affect her performance. By focusing on her deeply held ethical values and achievement orientation, she was able to demonstrate small successes over time. As a result, the woman was able to eliminate skepticism and was eventually promoted.

An important aspect of resilience is the building of a deep foundation of self-confidence which provides one with the ability to cope with adverse circumstances whenever they arise. It is not currently known why some people seem naturally to overcome obstacles with ease while others are derailed by those same challenges. However, the good news is that everyone can improve their own level of resilience. The Center for Creative Leadership makes several specific suggestions that can help hone this skill.

SUGGESTIONS FOR BUILDING RESILIENCY**

  • Accept the fact that change is inevitable. When a change occurs, find ways to work with it instead of resisting it.
  • Be a continuous learner.
  • Practice flexibility by thinking in terms of “and” rather than “either/or.”
  • Learn to recognize situations that are out of your control; when these occur, practice letting go.
  • Make reflection a habit, in both positive and negative situations, to increase your ability to learn, understand and take new perspectives.
  • Build a network of personal and professional relationships that can be mutually supportive.
  • Clarify your most deeply held values, and connect them to a broader purpose.
  • Define your self identity as a whole human being. Remember that your job and career comprise just one facet of who you are.

* Warren Bennis, “Crucibles of Leadership,” Harvard Business Review, September 2002.
** Center for Creative Leadership, Leading Effectively, December 2003 and August 2004.