It may be human nature to resist change–particularly when it’s delivered as a hardship, disappointment, or rejection. But by developing resiliency managers can not only survive change, but also learn, grow, and thrive in it. In fact, for leaders, developing resiliency is critical. Resiliency helps managers deal with the pressures and uncertainties of being in charge in organizations today. This guidebook defines resiliency, explains why it’s important, and describes how you can develop your own store of resiliency. It focuses on nine developmental components that, taken together, create a sense of resiliency and increase your ability to handle the unknown and to view change–whether from disappointment or success–as an opportunity for development.
Table of Content
7 What Is Resiliency?9 Why Is Resiliency Important?9 Becoming Resilient22 Resiliency Worksheet24 Suggested Readings24 Background25 Key Point Summary
About the author
This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, sinceits inception in 1970, through its research and educationalactivity conducted in partnership with hundreds of thousands ofmanagers and executives. Much of this knowledge is shared-in a waythat is distinct from the typical university department, professional association, or consultancy. CCL is not simply acollection of individual experts, although the individualcredentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and workingtogether to understand and generate practical responses to today’sleadership and organizational challenges.The purpose of the series is to provide managers with specificadvice on how to complete a developmental task or solve aleadership challenge. In doing that, the series carries out CCL’smission to advance the understanding, practice, and development ofleadership for the benefit of society worldwide.Mary Lynn Pulley has researched, taught, and spoken aboutresiliency in the workplace since 1994. Currently a senior programassociate at CCL, she holds an Ed.D. in human and organizationaldevelopment from Vanderbilt University.Michael Wakefield is a manager of trainer development at CCL. He holds an M.A. in psychology from Lone Mountain College (nowpart of the University of San Francisco), is certified by the Society for Human Resource Management as a Senior Professional in Human Resources, and is licensed as a Professional Counselor.
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