Resilience Building Practices for Leaders

In our past few blogs, we have been writing about Becoming What We Practice, Managing Emotions During Stressful Times, and Reflecting, As A Valuable Practice for Leaders.

In coaching conversations with leaders, they wonder how to build or maintain resilience in times of unprecedented stress in the workplace (and in life). How can they build resilience and sustain energy when faced with serious fatigue?

In a recent Deloitte and Workplace Intelligence survey of more than 2,000 Senior Leaders in multiple countries, more than 70% said they’re considering quitting their job to support their wellbeing, and an even larger percent said that improving their wellbeing is more important than advancement in their careers:

https://www.cnn.com/2022/06/28/success/managers-executives-ceos-under-pressure/index.html

Leadership or wellbeing is not a compromise we can continue to make. Leaders must build resilience for their own wellbeing to do the challenging work of leading others. The work of leadership today requires an ability to strike a balance between compassion and confidence, and vulnerability and resolve. When leaders take care of themselves, they are more able to sustain this delicate balance, without signaling their fatigue, or striving for unrealistic and inauthentic positivity.

A CEO without oxygen is of no use to anyone. Knowing this, and recognizing the downstream effects of burnout, is often a painful but necessary starting place.
So, how do leaders build a practice of putting the oxygen mask on first? They must begin with a healthy sense of empathy for their own situation. They must see that having empathy for themselves is not about wallowing or self-pity. It’s a realistic practice of seeing their fatigue (self-awareness), paying attention to the telltale symptoms of burn-out (self-regulation), and doing something about it before it becomes destructive for them, and everyone they work with (social-awareness).

Here are some empathetic practices that build the much-needed reserves for leadership:

1. Practice energy-giving rituals that allow for a healthy pause and a rebalancing of energy. This might include a morning walk, a meditation practice once or twice a day (even for 5 min), or time in nature with a furry friend before or after work. During the day, finding small moments to take deep breaths, converting a sitting meeting into a walking one, or taking 15 minutes to eat slowly at lunch, digesting and catching up with their emotions or physical symptoms. Energy-giving practices are as unique as the leaders that practice them.
   
2. Practice sharing the load, problems, or feelings with people in a trusted network of colleagues and friends. Ask if they will just listen without solving anything. The benefits of reaching out and talking about our problems can have therapeutic effects. When leaders demonstrate vulnerability by sharing, they give permission to others to do the same when they need it. They should be specific about what they need from these conversations, so people understand how to interact or respond.  
3. Practice setting boundaries when there is too much on the plate, or if recovery time becomes impossible. No-one knows when a leader has reached their limits. Be empathetic and accountable, by saying “no” when time is needed for recovery.  Prioritizing and re-prioritizing work (where to spend time) is a highly worthwhile discipline. Leaders can be responsible for teaching people how to best work with them, instead of teaching others that they have no limits.
   
4. Practice taking time away from work, emails, and work communications to restore energy reserves and gain perspective. Another boundary drawing discipline, leaders must take vacation time to recharge without interruptions. Being clear with others when or if they can be reached while out of the office is highly effective. If leaders break these boundaries, not only will they withdraw energy from their precious reservoirs, but others will learn they can’t unplug from work either.  
5. Practice re-connecting with “why” we work when energy is flagging. Take a moment to reflect on what you’re doing and why it is important to you. Do the things you’re most effective at in alignment with your why. If they should not be doing certain tasks, or these skills are no longer the best use of their time (even if they can do it), delegate these tasks, or let them go in favor of higher impact work aligned to their purpose.

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