Leadership and Community
06/01/10
By Elizabeth C. Warrick
According to Richard Farson in Management of the Absurd, “the first job of the leader is to build community, a deep feeling of unity, a fellowship.” While some of us might not immediately think of community when considering our work units and organizations, leaders who view organizations as communities, and work to cultivate a sense of community, can engender great success. Read More...
According to Richard Farson in Management of the Absurd, “the first job of the leader is to build community, a deep feeling of unity, a fellowship.” While some of us might not immediately think of community when considering our work units and organizations, leaders who view organizations as communities, and work to cultivate a sense of community, can engender great success. Read More...
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Becoming Resilient in Times of Adversity
04/26/10
By Elizabeth C. Warrick
Our organizations, our state, and our nation have been through a shock, and even though there is now talk of recovery, most believe the process won’t be fast or easy. In all likelihood, we won’t be bouncing back to how things used to be but instead inching towards a new reality. One key to a successful recovery will be our ability to become resilient as people and as organizations.
But what exactly is resiliency? And how can we develop it in ourselves and our teams? My own questions about resiliency led me to a number of journal articles and other resources. What I discovered is that some researchers believe resiliency is a natural and innate capacity we all have. Moreover, some concur that resilience is not just a mind-set but evolution, adaptation, or growth in response to changing conditions.
Research shows that the attributes and skills of resilient individuals include optimism, ability to control emotions, understanding the impact of beliefs on behavior, ability to manage unhelpful thinking patterns, and ability to effectively manage stress levels. Read More...
Our organizations, our state, and our nation have been through a shock, and even though there is now talk of recovery, most believe the process won’t be fast or easy. In all likelihood, we won’t be bouncing back to how things used to be but instead inching towards a new reality. One key to a successful recovery will be our ability to become resilient as people and as organizations.
But what exactly is resiliency? And how can we develop it in ourselves and our teams? My own questions about resiliency led me to a number of journal articles and other resources. What I discovered is that some researchers believe resiliency is a natural and innate capacity we all have. Moreover, some concur that resilience is not just a mind-set but evolution, adaptation, or growth in response to changing conditions.
Research shows that the attributes and skills of resilient individuals include optimism, ability to control emotions, understanding the impact of beliefs on behavior, ability to manage unhelpful thinking patterns, and ability to effectively manage stress levels. Read More...