21st February 2014

Four actions that managers and leaders need to take to reduce growing pressure

Read more ›

18th February 2014

From catastrophe to success

Read more ›


  • Personal resilience and emotional intelligence – is there a link?

    Read more ›

  • When will organisations really take stress seriously?

    Read more ›

  • Manage stress and mental health to improve performance

    Read more ›

More articles ›

Why is resilience so important?

We define resilience as the capability and strength necessary to productively deal with ongoing change, bounce back from difficult relationships, manage periods of high demand, and remain confident under pressure. Given that most business people experience constant and fast-paced change, accompanied by growing demands and raised expectations from their stakeholders, we believe that resilience is now one of the core essential business and personal skills. The good news is that we have developed experiences that enable people to grow and increase their personal resilience, given the appropriate help for them, and their willingness to commit to their own continuous learning. To succeed in building the range of resilience strengths, we recommend that individuals and groups engage in a process of learning based on three elements:

1. The identification of current strengths and specific areas where development will make the biggest difference

For individuals we use our Personal Resilience Index™ that assesses each of the six core resilience components: Components for resilience   For groups we add in additional task, people and process elements, that members can collectively develop to improve their overall resilience effectiveness. This complements personal resilience by generating unified strengths and goals.

2. The development of specific skills based on discussed and agreed personal and group goals

One-to-one coaching provides an intensive focus on those key areas which will make the biggest difference and help individuals to deal with the toughest sources of pressure, and be able to resolve the “difficult situations,” that they are facing. Challenging group workshops that are based around a range of experiences and activities, will address the issues and collective needs agreed by the team. They will focus on finding ways to deal with the demanding changes and challenges, they are currently experiencing.

3. Specific follow up activities

These are designed to support the application of learning, implementation of change and provide additional means to sustain confidence and continuously grow the learned skills. Methods we use can include:

  • Telephone coaching
  • E-mail support
  • Learning events built around specific applications
  • Real activity-based group sessions
  • Project group facilitation
  • Re-assessment of resilience levels
This site uses cookies. Find out more about this site’s cookies.