If asked whether or not their organization has a set of core values, many leaders would respond in the affirmative.  A smaller number could recite all or at least some of those values, as well as identify where those values could be found within the organization (i.e. company intranet, posted on the walls in their building, conference rooms, etc.).  We submit that even fewer leaders yet, if many at all, know what those values specifically mean to and within their organization.   

Organizations who have thrived on the heels of a values-based culture have clearly identified the behaviors which reflect adherence to those values.  The behaviors are evident in multiple facets of the organization starting possibly as early as the first encounter with a potential candidate for an open position.  These organizations have figured out how not only to make these values a significant part of how the organization operates, but in how employees perform, communicate, interact, make decisions, and resolve conflict.

The evidence of a thriving values-based culture can be easily seen both inside and outside of the organization.  It is noticeable to vendors and other stakeholders in the relationships which are built and maintained.  It is evidenced in the way members of the organization interact with customers and how they deliver on their products or services.  Much of the success associated with these organizations can be attributed to the fact that culture was deemed a priority.  The details of it were specifically drafted, frequently taught, and strictly enforced.  Finally, employees in these organizations have bought into the culture.  They hold themselves accountable when their behavior doesn’t align with the values and are unafraid to call out their peers when similar behavior is displayed.  Such behavior might even be discussed and/or measured in performance appraisals. 

There are many benefits to implementing a values-based culture over a rules-based culture.  Yet, many organizations fail to go beyond simply selecting the values they feel are important to them.  The result is a stark contrast between the culture they feel the should or want to have versus the one that actually exists.  We urge leaders to put the time in to define what your values look like and mean to your organization.  Additionally, we encourage you to set the tone by displaying these behaviors and recognizing/praising similar behavior in others.  Once leadership shows that culture, and more specifically a values-based culture, is a priority to them, it will become a priority to other members within the organization as well. 

In this episode, we wrap up the conversation on resilience by looking at some character traits of resilient people.  The list is certainly not exhaustive by any means, but rather a starting point when thinking about your own capacity for resilience and how to ultimately grow it. 

Awareness – Understand that life happens.  Know that adversity is a big part of it.  Life doesn’t always need to come to a screeching halt when adversity strikes; nor do we have to become paralyzed by its impact.  Part of resilience is accepting that life is hard and that challenges will ensue.  Having this mindset is an important first step to building resilience.   

Self-Management – In addition to being aware that adversity is a fact of life, resilience is also about being aware of our emotional responses to adversity.  Through this awareness, we are able to manage these emotions before acting or responding to adversity.  If we don’t manage them, such responses can be compromised by heightened emotion or clouded thinking. 

Optimism – Another trait of resilient people is the ability to be optimistic.  Resilience doesn’t ignore what is going on around us or make us naïve to possible ramifications.  It helps us to persist nonetheless and to choose hope over helplessness.

Constantly Strengthening – What happens when we lift weights for the first time or when we resume lifting after a long hiatus?  That’s right, we experience pain.  A parallel can be drawn with resilience.  We have to work at building our capacity for resilience in order to become more comfortable with different forms of adversity.  Early on, responding to adversity is not absent of pain.  In fact, the pain may never fully go away when dealing with adversity.  Yet, it should lessen or dissipate more quickly as our capacity continues to build. 

Non-judgmental – To clarify, judgmental in this sense is not about judging others, but rather judging or making determinations on possible outcomes prematurely.  Lacking resilience means assuming the worst in most situations.  Conversely, resilience helps us to take a more cautious or optimistic approach.  We remain hopeful.  We look for growth opportunities or life lessons.  Despite negative consequences, many times there is something positive to take away from the experience. 

Curious – Stemming from the previous trait, resilience forces us to ask questions and seek information.  Commonly, when gaps exist, we tend to fill them in with assumptions.  Many times, those assumptions are negative.  Resilience teaches us to arm ourselves with as much information as possible so as not to draw uninformed conclusions. 

If after reading this list you feel a little deflated, realizing these traits simply don’t represent who you are; all is not lost.  As we’ve said throughout this series, measuring resilience is best illustrated using a dimmer switch; not an on/off.  It’s never too late to begin building your capacity.  Start by engaging and interacting with other resilient people.  What do they say?  What do they do?  Strive to emulate them.  Next, learn to better identify your emotions.  Once you acknowledge them, you will find yourself in a better position to manage them.  And finally, be optimistic.  Things rarely play out the way an overly negative or cynical mind believes it will.  Look for the good.  Look for the lesson.  If you do, you are well on your way to building resilience. 

It’s fair to say that just about every one of us has dealt with some form of adversity in our lives.  From smaller bouts that have come and gone quickly to more prolonged episodes that really brought on a significant amount of stress; life happens.  Yet, what is far less consistent, are the responses to adversity. 

Those with higher levels of resilience don’t shy away from it.  They may not have an immediate or wholly successful solution, but this doesn’t impact their willingness to face adversity head on.  Afterwards, they review the experience with reflection and assessment.  They understand the lessons learned and are able to recall those lessons in the future when facing new and possibly even similar adversity. 

Conversely, others try to avoid the adversity or separate themselves from it.  They might revert back to a place of strength or comfort when challenged.  They may transfer the adversity to someone else or simply do nothing; becoming essentially paralyzed by its impact. 

As noted in the last episode, leaders, however, should be cautious about making assumptions solely based on one’s experience with adversity.  Those who have overcome a great deal might become complacent in their efforts or even arrogant; feeling as though they can handle anything life throws at them simply because of their prior triumphs.  Whereas, others who have chosen to run away from adversity may ultimately end up realizing they don’t want to continue running the rest of their lives and decide to take new action going forward.    

Furthermore, and regardless of what camp you fall in, there are skills we can develop to increase our capacity for resilience. 

Emotional Intelligence – Becoming more aware of our emotional responses to adversity and surrounding ourselves with resilient people can both aid in increasing resilience.

Change Management – Working to become more change averse, as well as better equipping ourselves to handle the transition that follows major change can help us deal more favorable with the unexpected. 

Conflict Management – Many of the same responses to adversity can be applied to conflict as well.  Learning to appreciate the value in healthy conflict can translate to better identification of the opportunities and lessons taken from adversity. 

Stress Management – Oftentimes, we may lack the ability to improve our handling of adversity because we don’t take the time to reflect and process.  Things like prayer, meditation, and mindfulness can help to put us in the right mindset to face adversity.    

Problem Solving/Decision Making – As we get better at solving problems and developing a stronger track record for solid decision making, confidence begins to emerge.  In drawing on the knowledge learned or processes used, we may find we are able to generate solutions or make decisions more quickly in the future.

Life happens.  The most resilient are the ones who clearly see the adversity in front of them, but know it won’t always be there.  They don’t shy away from it, but they also don’t run directly towards it without a plan.  The resilient are grounded.  They are life-long learners who prepare for tougher problems which may or may not lie ahead.  And they don’t spend time patting themselves on the back after their victories; opting instead to document the things that were successful and realizing where additional work remains.