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Summary: Navigating the intense pressure at work requires resilience, but this time of change is special—it also requires leaders to take a step back, to engage their most innovative and strategic thinking, and to practise a unique self-discipline that will enable them to activate their organisations for a new world.
Summary: Resilience is a deep-rooted attribute that flows from the culture of an organisation, through the senior management, and down to the employees. Resilient organisations begin with resilient teams that are made of resilient individuals.
Summary: Resilience should be understood as the ability of an organisation to be ready to adapt to any unnatural, adverse event that has the potential to cripple it (the organisation).
Summary: What is the difference between organisations that have successful remote teams and those who do not? Thought productivity is the first thing that might come to one’s mind, it is not the only factor. It is the members of the team working cohesively, as true teammate that matters.
Summary: The A.C.C. of Leadership is about three powerful words—Awareness, Choice, and Care—that have the potential to change our lives. All that is required on our part is to understand and implement them.
Summary: It is a far from a level playing field for women in the workplace, but the key to improving it is to recognise issues like the likeability paradox and developing ways to deal with it.
Cultivating emotional resilience is a leader’s number one job in these disruptive times. A leader’s ability to cultivate emotional resilience in oneself and others is to be a hope merchant.
Empathetic leadership is not for the fainthearted. It is always-on, it may be costly in terms of time, and it needs to be trained. But when all is said and done, it is a choice we absolutely need more leaders to make.
Those with emotional resilience at the core of their management philosophy will emerge as resourceful leaders when the going gets tough. Good leaders that use emotional resilience consistently at the core of their management philosophy demonstrate adequate dynamism when crisis arrives.
Workplaces across the globe are undergoing transformation at breakneck speeds; and while digital acceleration continues to take place, leaders need to simultaneously prepare for imminent change in the context of employee productivity, employee engagement, rewards and recognition programmes, and overall organisational well-being.
Every human being has many different layers. The deeper you are able to go, the better you will understand yourself. This is also called ‘emotional resilience’. The more resilient you are, the better prepared you will be to handle challenges.
Leaders need to be capable on both frontstage and backstage. Such resourcefulness would come in handy, especially during disruptive times.
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