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Individual, Team and Corporate Resilience
Resilience - the ability to Survive, Revive and Thrive
Resilience - the ability to Survive, Revive and Thrive

Individual, Team and Corporate Resilience's posts

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Unlink your response from the stimulus, and take time to select the correct response, not the automatic reaction!

Remember the STOP Method When Stressed or Anxious

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So, what do you need to do if you are considering taking more risks, both personally and with your business? I learnt the hard way, and as well as all the good advice below I would add "Check your risk appetite!" Just how much risk are you comfortable with? What are you willing to put on the line, and what reward would you need in order to do that?

If you are really hooked on putting your latest idea into effect, how can you do it but with less risk? Just think of a Scalextrix race track - push on the controller too hard just once in a race, and you are off the track, rushing to put your car back on and hoping your competitor will show equally bad judgement. Not a good look!

Convincing Your Risk-Averse Self to Become an Entrepreneur [Infographic] - Clarity

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Seven reasons why good coaches rarely give advice

You pay a significant sum for a coaches time – it is a personal growth opportunity that should last a lifetime, and reach wider than your business career. Make sure you get good value!

(Read the original article and many more at

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What indicators do you look for when assessing how resilient your organisation is?  Absenteeism through stress?  Time taken to bring new ideas into reality?  Inertia in the workforce?  One surprising answer came to light recently.......

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What are the ingredients that define a resilient team or organisation?  Maybe it is better expressed as a lack - a lack of unproductive attitudes and behaviours, a lack of undue stress, a lack of feelings of isolation and disengagement...  The more I talk to businesses about Resilience, the more I see a set of symptoms that need to be eliminated, rather than new characteristics that need to be learned.  However, that is a tougher message to give the CEO......;-)

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Resilience weak spots are like heat losses from a building
– what is happening in your business that you can’t see?

 - What are the danger signs?
 - How can you spot them early?
 - What do you do next?

Businesses are facing a significant period of tough trading conditions unprecedented in the experience of the current generation of business managers and HR professionals. A resilient business will be more agile, less prone to under-performance and be a much better long term investment – and yet very few managers have any familiarity with the tools and techniques that promote resilience.
This workshop, aimed at senior and middle managers and HR professionals, will equip delegates with tools and the knowledge to look at their own organisations in a new way, and either do a top-to-bottom audit or simply to prioritise the weak spots they find, and to implement appropriate steps to improve resilience, even on a meagre budget.
More information:

Businesses - go for the best you can be right now, keep raising the bar.... At the same time, reduce your risk general exposure as Greece looks to be about to cause ripples and we don't know what the side effects will be.....

Return on Investment – ROI

I can help you to establish the return on your investment, often simply called ROI, in £££s and business statistics, or softer measures such as attitude shifts, engagement improvements, and observers’ opinions.

Together, we:
• set measurable objectives
• measure the baseline
• plan the work
• work to the plan
• exchange feedback
• check progress
• adjust if needed
• measure the results

Let’s talk about what you want….

My simple formula for tackling business problems - although it is never exactly the same twice!

Stage 1. Identify and clearly state the business problem to be dealt with, using words or pictures. If it seems fuzzy, I spend some time deciding what is in and what is out of scope - this will save time later. Who should we invite to help define the problem and establish the facts around it?

Stage 2 - I then get agreement on the known facts, and find out anything else we need to know. Keep going with create idea generation techniques until we have created a long list of possible ideas - this will be interesting and involving if done properly. While the ideas are fresh, reduce them to probables and then favourites, using methods that preclude argument but ensure open discussion. This can take two hours or two days, depending on the size and scope of the problem, but usually the whole thing can be done in one day. Decide who needs to do what, and agree completion targets - anything from days to weeks ahead,

Stage 3 - Monitor the progress, and keep everyone updated - keep this fully in awareness, don't let 'business as usual' crowd it out. If delivery looks like slipping, use coaching or other specific inputs to support individuals and teams in shifting their behaviours and delivering the required outcomes. If appropriate, manage the whole effort as a project - keep track of issues and resolve them, log progress, test quality, keep a check list of risks and what to do if the undesirable happens.

Stage 4 - check for completion and embedding of changes, communicate successes.
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