How to improve personal resilience in a resilient world

Individual resilience is a domain without boundaries and, therefore, with a plethora of literature and hours of discussions. It overlaps with both personal and professional interactions within the corporate ecosystem as well as interactions with direct managers

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Some organizations may even offer additional challenges. We immediately think about the cubic hierarchical model of some large firms or the consultant model, which has to address the client ecosystem, each with its own set of expectations and managerial lines.

Corporate businesses are building their own corporate resilience, allowing the organization to survive different scenarios and mitigate selected risks. Teams and employees feel the need to build their own resilience, especially with the shadow of a potential crisis looming for the last 20 months.

Navigating in an uncertain environment can have personal costs. Managing the duration and intensity requires some structure. Therefore, a lack of guidelines or objectives from a manager is a disruption that needs to be mitigated. There are a few tools that could help.

Formalizing intertwined objectives, layer by layer, could bring clarity and vision. This includes personal, project, and department objectives.

Compartmentalizing to a certain degree can also help. Managers protect their own teams but also their peers without shutting anyone out or isolating them from what matters to the organization.

Selling the vision up and down will be the ultimate result, allowing each objective to be aligned and pushing as a team in the same direction. The selling effort could likely be directly linked to the challenges faced by difficult managers, unless those objectives obviously benefit both the manager and the organization.

Don’t hesitate to look for training and personal coaching. It can help bring clarity and navigate difficult times.