Change agility, Stress and Resilience

Deal with Stress, Build Resilience and Enlarge your Capacity

In the 21st Century, we need to deliver results consistently, under pressure, and are increasingly being asked to do “more with less”. Resources such as time, money and human capital are less abundant in the global economy. If India or China catches a cold, so to speak, we all sneeze. The Business climate is no longer stable. Rather, it is VUCA (volatile, uncertain, complex and ambiguous) and characterised by Change, some of which can be proactively embraced.

Leading oneself and one’s teams requires vision, understanding, clarity and agility, according to Bob Johansen, from IFTF. Unfortunately, most attempts at lasting organisational change have failed. The “new” paradigm is an “old” one: engage employees, give customers what they really want and create a community that loves your brand. In order to do this, people across an organisation need to feel competent, connected and in control of their work outcomes (sufficiently), according to self-determination psychology¹.

In pursuit of this, we can equip you with the following stress management and adaptability skills:

  • mindset adjustmnet: growth and stress-is-enhancing (resourced) mindsets
  • cognitive coping
  • resilience
  • innovation (adaptability and unleashing appropriate creativity)

It’s not too late to build the capacity to endure turbulence.

Focused People co-creates bespoke, experiential processes that not only inform about these 21st Century essentials, but transform, as people discover learnings personally. We also believe in the value of coaching and accountable implementation to support learning. We will gladly “slice and dice” the experience to suit your schedule and budget.

Imagineering concerns creativity being at the heart of innovation. Self-efficacy, adaptability (resilience) and other capabilities are enhanced when an individual believes he/she is creative (the Who-question), has authority and credibility in certain areas (the What-question) and chooses to employ these in the interests of leaving a positive legacy (the Why-question). Creativity may take the form of problem-solving, defining new rules or seeing things differently, building games or creating business plans, networks or fresh opportunities for others to succeed. It may also include the Arts: music, fine art, photography, dance, drama, video creation, lighting, sound creation. Creativity seems to be part of human nature, sans pathology, and can support sustainable business practices, political action, socio-cultural awareness and retail trends. Using creativity is even helpful to remember important information.

Equip your organisation with the skills to become more agile  – and therefore more future-proof –  as you enhance productivity and innovation and improve retention through your investment in your people. Please feel free to submit a request or email us for greater clarity.

Our processes rest on aggregated research from the American Management Association (AMA), Institute for the Future (IFTF), Rosabeth Moss Kanter, Jim Collins, Martin Seligman, Pfeffer and Sutton, Bass and Avolio, Matthew Fairholm, Walsh and Gordon, Kevin Cashman, Carolyn Taylor, Leandro Herrero and the life work of the late Brian Wegerle and Sean Page.
¹ SDT uses the terms “autonomy”, “relatedness” and “competence”.