How to Build Resilient People [Yes! And. Blog #175]

 What are the dimensions of challenges and how might you begin to build resilience?  “There are no rules and regulations so rigorous, no organisation so hierarchical, no bosses so abusive that they can prevent use of your energy, ability and ingenuity. They may make it more difficult but they can’t prevent it. The real power is yours, not theirs.” Dee Hock – founder of Visa Do you or your teams need to be more “resilient”? This is a popular term in organisations at present and a recent Open University alumni course on the topic of Motivation, Mindset and Resilience stimulated my thinking on it. A while ago, I wrote a practical article  (find it here), which explained a Solution Focus way to facilitate teams through difficult times. It did not though, refer specifically to resilience, which is “the capacity to recover quickly from difficulties; toughness.” However, some people on the course thought that “recover” should be “recover and move forward quickly from”. I wrote this article to encourage you to think about resilience and also to help me reflect on the course. I realise I could read a book on resilience, but I like to think topics through myself before turning to the experts. Your constructive feedback on my thinking would be most welcome. During the course, Barry Russell, from the Environment Agency, gave a talk on motivation and resilience, using the severe flooding in the UK  as his context. He explained that Environment Agency staff had been so motivated to help, many had worked too many long and repeated shifts, to the point that there was a need...

174 Twelve Acts of Courage to Change Meetings for Good

YES! AND… Collaborate. Innovate. Transform – Creative Gorilla #174  How can participants improve the meetings they are in? This is the first time I have run someone else’s blog in the Creative Gorilla. However, I think this blog from American facilitator Steve Davis is very useful. Group Process Skill As the information age races on, we find ourselves facing constant change, a global economy open for business around the clock, and increasingly complex challenges. With much of this work done virtually, via the telephone or the Internet, we’re becoming more isolated than ever and left yearning for human contact. To keep the machine chugging along, we find ourselves attending more and more meetings to keep up to speed and to stay connected. Research shows that a great percentage of these meetings are run poorly, resulting in huge losses of time and productivity. Why is this? I believe that there are three main reasons meetings continue to leave us wanting: 

 1) People underestimate the complexity of group thought. 

 2) Few people are trained in meeting facilitation skills. 

 3) Boggled by group complexity and lacking requisite skills, people fall into dysfunctional patterns of action or inaction, failing to do anything to change meeting dynamics. Given that in any given group there are, on average, eight times more participants than there are meeting leaders, targeting meeting leaders alone in our efforts to improve meetings may be missing the mark. What if we were to arm meeting participants with the basic knowledge, skills, and attitudes they could use to contribute to keeping their groups on track and moving forward? The 12 Acts below...