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Developing Resilience in Managers

Developing Resilience in Managers. Facilitator: Diane Turner. Aim of the workshop. To discuss and share strategies that may help leaders and managers become more resilient. Programme. How resilient are you? What does a resilient manager look like?

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Developing Resilience in Managers

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  1. Developing Resilience in Managers Facilitator: Diane Turner

  2. Aim of the workshop To discuss and share strategies that may help leaders and managers become more resilient

  3. Programme • How resilient are you? • What does a resilient manager look like? • What is the impact on staff of managers who lack resilience? • Sharing strategies you currently adopt • Tools that may help

  4. What is resilience?

  5. Resilience is the ability to recover quickly from a particular kind of stress caused by setbacks and adversity

  6. Resilience is the ability to be successful both personally and professionally, in the midst of a high-pressured, fast-paced and continuously changing environment.

  7. Why do we need resilient managers? “Much stress related absence is caused by the behaviour of line managers towards their staff and their refusal or inability to identify when employees are suffering from stress” HSE

  8. Personal resilience • Demonstrate confidence, adaptability and flexibility • Display energy and stamina in meeting challenging goals – physical health • Draw on all areas of life to maintain a healthy balanced perspective – emotional well-being Managing Stress Case Studies Xpert HR; Dr Joe Jordan & Prof Cary Cooper 2005

  9. Resilient Organisations… • understand and clarify roles, goals, expectations and personal priorities • demonstrate support, trust and mutual respect of business and personal priorities • experiment with new ways of working to better meet business goals and personal needs Managing Stress Case Studies Xpert HR; Dr Joe Jordan & Prof Cary Cooper 2005

  10. Resilient organisations… Have a coherent strategic approach to: • Occupational health services • Management development and performance management • Employee development • Employee relations • Mediation services • Corporate social responsibility • Organisational development • Health and Safety • Corporate communications

  11. Emotional Intelligence EQ embraces two aspects of intelligence: • Understanding yourself, your goals, intentions, responses, behaviour and all. • Understanding others, and their feelings.

  12. Emotional Intelligence Goleman identified the five 'domains' of EQ as: • Knowing your emotions. • Managing your own emotions. • Motivating yourself. • Recognising and understanding other people's emotions. • Managing relationships, ie., managing the emotions of others.

  13. Further resources HR website: Employee Wellbeing: good practice guidelines CIPD Managing stress at work: A refined framework for line managers 2008

  14. Further Reading • The 7 Habits of Highly Effective People: Stephen Covey • Feel the Fear and Do It Anyway: Susan Jeffers • Emotional Intelligence: Daniel Goleman • Businessballs.com – Emotional Intelligence • Neuro Linguistic Programming

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