A big part of felt resilience in people is their sense of mastery in a given situation. Anyone can come to feel overwhelmed in a situation, especially one that is new to them, even if they are consciously competent in many other areas.
The above is a metaphorical video example of how we support or demoralize the resilience in others in the way that we train, orient and hold accountability.
Remember: What we hear, we forget. What we see, we remember. What we do, we understand. (Chinese Proverb) Stats here
Resilience at work is a character building equation, and it requires time. It also requires that all accountability for performance be accomplished in a supportive fashion. There is no need to reduce accountability, but rather that we GRACE-fully work to build a solid base of understanding within others — by theme — with prioritized levels of skill/protocol/practice ranging from the nice-to-have options all the way through to critical at DEFCON 1.
It is ironic, but often we betray a practice in upholding a practice. We desire employees to be conscientious, methodical and diligent, taking the time to perform their duties correctly — but then we hammer away impatiently at their mistakes, driving fear into the individual, which leads to an organization culture of burying mistakes and an outcome of less than optimal performance.
Agree? Disagree?
What is your experience?
