Being resilient has to do with the cognitive flexibility of your brain since the ability to adapt to change and respond to the demands of adversity depends on it.
The Woman Post | Blanca Mery Sanchez (@soyblancamery)
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This pandemic has put to the test the development of competencies in companies, the training in happiness, stress management, and emotional intelligence that we have carried out, as well as the most effective leadership styles. At this moment we need to make a stop along the way and review both at a business and personal level how brain-friendly the practices we carry out are to achieve the goals, how much we are prioritizing our own mental health and that of our collaborators, and how much life we have. It is costing to reach the end of the month.
The world changed and with it the needs of the people, the eight-hour days must already coexist with homeschooling, parenting, and household duties. Are companies accompanying people so that they have tools that prevent emotional exhaustion? Being resilient can be learned alone, but it is faster and less painful when you have an expert to guide you and help you navigate adversity with better strategies.
People at this time need more humane, conscious, and empathetic leaders who are committed to sustainable well-being, instead of the motivational injections that last a couple of days and then disappear to return to the culture of doing without it. to be.
A resilient company trains its collaborators so that they can develop emotional strength and take care of their health in an integral way with their support. This it is essential to generate well-being policies that help direct actions in favor of conscious productivity in which people learn to express their talents, focus, and do deep work and optimize time wisely.
In my book The Art of Thinking Well I share four elements that make a team strengthen its resilience:
-Being a network of trust and support: knowing that they can count on each other.
-Trust in the ability to achieve goals as a team.
-Share a higher purpose in common.
-Have a plan to face adversity together.
If as leaders we develop emotional empathy to connect with their emotions and cognitive empathy to understand what they need, it will be much easier to create a mutual support network in which, in the face of different challenges, it is possible to find alternatives, support the most vulnerable and remain current.
Being resilient is not stoically enduring crises, it is adapting, learning, and flourishing in the midst of adversity and all this is possible as long as we understand that we need to increase people's positive psychological capital so that they can have elements to overcome challenges and to shine. in good times.