Pandemic has shown the most difficult days because of an enormous change that is impossible to overlook in the business. Workplace environments are at an interruption. Employees are under tremendous pressure to continually respond to emerging technology, change goals and workplace practices — and are not prepared to continue.
What is a resilient employee?
Resilience is described by the American Psychological Association as the mechanism for “the process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress — such as family and relationship problems, serious health problems or workplace and financial stressors.”
We at Talentnet agree that resilience can not only help people heal from challenging situations, but can also help people evolve and develop. Data from our participants demonstrate that those with increased changes (stress) have also increased.
Most of us find it hard to cope with transition. As humans we are physically connected to the routine, meaning that during uncertain periods we concentrate more on the negative. We may also have not acquired the skills to help us handle uncertainty and face stress or unforeseen challenges. But transition may give workers a chance to adapt and develop—if they have the resilience to assist them. Workers who develop resilience factors will learn how to come back from transition and to also rise from problems and adversity.
How does a resilient leader make a difference?
The resilience of the leaders influences their leadership which in turn affects their teams’ success and commitment. If leaders are stressed, they report less leading activity, such as expressing the positive visions of the future, setting aggressive targets and communicating trust to achieve these goals. Leaders are often less likely to participate in key management behaviours, such as clarification of responsibilities and targets and success recognition. Instead, stressed leaders will adopt a passive leadership style only after performance challenges are encountered, or actions are avoided or accountability fully taken. This will filter down the teams and affect their actions and attitudes towards their jobs. Our study, on the other hand, indicates that resilient leaders are more likely to be engaged in inspired leadership, such as innovative perspectives to help resolve problems or encourage other people to contribute and participate significantly.
Resilience consists of seven factors, or competencies, which increase and enable self-management, self-awareness, realistic optimism, empathy and reaching out to connect with others. With resilience training, employees regard the unknown from a different point of view, moving from “what will I lose?” to “whatever happens, I’ll be okay.”
Resiliency produces a growing attitude in the face of transition. Pandemic has shown the most difficult days because of an enormous change that is impossible to overlook on the labor market. That’s the moment for everybody to take their sleeves and to get ready for the fast-changing workplace.