There is a Powerful Question you can ask that will turn almost any conversation you’re having into a knowledge producing exchange. Surprisingly, the Powerful Question is not the one you ask at the start of a conversation.
"Due to the interest of my post The Other 21st Skills, I decided to individually discuss each of the skills or dispositions I proposed that are in addition to the seven survival skills as identified by Tony Wagner.
This post focuses on resiliency. The first post focused on Grit: The Other 21st Century Skills. Some would categorize Grit and Resiliency as the same skill, but it is my belief they are involve two different, but interconnected, skill sets. While grit focuses on persistence, resilience is about bouncing back in the face of challenges and/or failure."
In recent months I’ve talked at different times with two leaders, each facing the loss of his job because of a corporate merger or acquisition. Although their situations were the same, their responses could not have been more different.
If transformational leadership is about envisioning the change; then adaptive leadership is upon shifting the mindset. Adaptive leadership is given to impacting the environment. It addresses a very active or proactive form of leadership, not a passive effort taken merely to adjust to circumstances as found.
I love paradox. Here’s an example: the best way to prepare for change is to decide what isn’t going to change. Several weeks ago, I had the pleasure of speaking to a gathering hosted by the Churchill Club in Silicon...
Resilience is the ability to bounce back in the face of hardship. We all have the ability, but some weather crises better than others. You can increase your chances of coping better by following some steps to find your resilience in hard time.
The Stockdale Paradox really defines the optimism that is most important in becoming a resilient person and that is, when you're faced with a challenge or a trauma, you look at that challenge objectively.
Based on a recommendation, I decided to pick up Daryl Conner's Managing at the Speed of Change. The book's focus is more on the underpinnings of why changes work (or fail), based on his research and experiences.
Research suggests that engaging in some activities we assume are nonproductive—as tiny exercises—may actually be a smart way to spend time, especially at work. These practices can make people more-resourceful problem solvers, more collaborative, and less likely to give up when the going gets tough.
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