Being emotional is one of the biggest parts of being human, and, let’s face it, sometimes work and feelings just don’t mix. In fact, according to the Center for Creative Leadership, 75% of careers are derailed for reasons related to emotional competencies – this includes not being able to handle interpersonal problems, unsatisfactory team leadership during hard times, the inability to adapt to change, and more.
When faced with change of any kind, people tend to go into “critter state” and that primordial fight, flight, or freeze survival instinct kicks in. At Workhuman® Live, neuroscience-based leadership & culture coach Christine Comaford from SmartTribes® Institute shed light on how to foster individual emotional resilience and the benefit for businesses to build more emotionally resilient teams. These teams can harness “tribal power” to be able to navigate any obstacle, thrive on feedback, and produce their best work.
Teams that default to negativity when faced with challenges aren’t productive. But the rare emotionally resilient team sees high ROI with an increase in team member productivity of between 35 and 50%.
How can leaders build these rare, emotionally resilient teams? We sat down with Christine for a Workhuman Radio podcast (click the player above to listen) to hear about the 7 steps to reaching emotional resilience.
Here they are:
1/ Release resistance: It takes a tremendous amount of time and energy to resist the things you don’t want. But focusing on the things you don’t want takes up mental space and prevents you from focusing on what you do want. When you release resistance, there’s room for choice, which allows you to navigate growth and change.
2/ Increase rapport with yourself: Increasing your connection with yourself helps you build mental muscles, calm the mind, and make better decisions.
3/ Make new meaning: Choose the story you want to tell. Nothing is either good or bad, only thinking makes it so. But the problem is, sometimes you might find meaning where there isn't any, and end up changing your beliefs and identity.
4/ Anchor the outcome that you want: To make success inevitable for ourselves and others, create a visual, auditory, kinesthetic, multi-sensory anchor. This will allow you to choose your emotional state in tricky situations. A tool for this is the outcome frame, which you can use to help visualize your desired state by asking yourself six questions: What would you like? What will having that do for you? How will you know when you have it? What of value might you risk or lose/what side effects may occur? When, where, with whom would you like it? What are your next steps?
5/ Enroll and engage others: We want to help other people have these tools. Pay attention when somebody has challenging behavior, because beneath that behavior, they’re asking for something, and it’s always a variation of safety, belonging, or mattering.
6/ Build tribal agility: It’s an ongoing process of figuring out needs to be put in place to help give that experience of safety, belonging, and mattering.
7/ Expand that tribal power: This is where we start getting strong enough to navigate any obstacles, like asking for feedback instead of running screaming from performance reviews.
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