What separates leaders who navigate change well from those who don't? It's rarely skill. Russell Harvey explores the answer in CLO Lens magazine. Read the full article.

Resilient people have a Purpose. I recently achieved mine and am exploring a new one, which is “supporting business’s be a force for good,” via Resilient Leadership.

How confident are you that your organisation is a force for good?

It’s incredibly important to take advantage of what AI can offer you and your team, in the most appropriate way. However, your team needs to have a good level of Resilience prior to enraging with AI, otherwise it could have a detrimental impact.

Fostering and enabling Hope within the workplace, leads to improved motivation, engagement, performance, innovation, collaboration and resilience.

Just some of the benefits of resilient decision-making are improvements to employee engagement and morale; better adaptability and increased confidence across the organisation. How many more can you think of?

Resilient decision-makers, embody my definition of Resilience, which is “Springing Forward with Learning”. They include others and collaborate as an approach and are open to being challenged.

Actually carrying out and implementing Resilient Leader behaviours will lead to clarity in uncertainty, a balanced attitude and a happier team - what’s not to like about that?!

Ultimately, the importance of resilient behaviours lies in their transformative power - shaping individuals and communities to not only endure hardships but emerge stronger, more resourceful, and better equipped for future endeavours. 

How much time and effort are you actually spending on building and growing your Resilience Behaviours? How often do you spend time on nurturing your relationships or honing your problem-solving skills?