There has been a lot of talk about resilience recently. And as is the case with fashionable terms that become buzzwords: It is often vague. So let’s start with a definition. What exactly does resilience mean?
In my view, resilience is a healthy resistance to the uncertainties of life. I find buzzwords very interesting. They often describe processes or rules that have been in place for a long time. Suddenly people start talking about it and it’s given a fancy term. The buzzword is finished.
These uncertainties increase, especially in crises such as the one we are currently experiencing. In other words, resilience becomes an important resource. How do you stay optimistic?
I would recommend changing your perspective, developing what I call a bird’s eye view and looking back on the timeline: what went well in the past? You will find that many positive things come to mind. A realistic assessment of the situation is also important. Yes, times are difficult. But if you compare them with other challenging phases, the general conditions used to be much worse. After the war, for example, it was all about rebuilding. There were no resources, no infrastructure, everything was destroyed. There were also no social systems to cushion the misery. What does all this mean for us today? As I see it, it’s about developing a healthy pragmatism. It’s true that many people are not doing well at the moment, but the conditions for a new start are better than ever. Even if you have lost your job but are healthy, you can start again straight away. Perhaps in a different job, with different challenges. But it goes on.
Very few people like change, most people are afraid of it
That is true. People are attached to the status quo. The truth is that we are actually very slow to try out new things. We only ever react to external stimuli. We are not physiologically designed to change proactively. Our brain’s energy consumption is very high. Humans burn 20 percent of calories during sleep alone. We are therefore not programmed to overexert ourselves.
We are at a critical point. After the last few years and decades (apart from a few dips) have always been uphill, there are now existential threat scenarios. How are people reacting to this?
I don’t share your opinion on this point. I think what has changed now is awareness. The problems were already apparent before, we just ignored them. Technological developments have shifted things in the world of work. For example, what do we do with the jobs that are disappearing due to artificial intelligence? What do we do with the people who are replaced by new technologies? Corona was just a turning point that ruthlessly exposed the imbalance.
Fair point. Let’s talk about the companies. What can managers do to strengthen their teams accordingly?
Managers basically have to look to themselves because they too have to deal with the circumstances of the pandemic. What makes them different, however, is that they often live in a more privileged environment and are usually more experienced because they are older. They are in a different phase of life and, unlike younger employees, no longer have to contend with homeschooling or closed daycare centers. And this is also where a mission lies. Managers should put themselves in the shoes of these younger colleagues and show empathy. In these times, it is more important than ever to show genuine sympathy and interest. The question “How are you?” should therefore be taken seriously.
Do managers have to be more resilient than average?
The prefix “over” irritates me. That would indicate “too much”, comparable with motivated and over-motivated. Conversely, it would mean that the pendulum swings in the other direction. You would be so relaxed that you would probably forget to breathe. I believe that you can either be resilient or not resilient. What really matters as a manager is to be a good role model, to look after yourself – then you will also look after your team.
What can companies actually do to empower employees?
It is crucial to use resources intelligently and to ensure that breaks are taken, for example. Companies have now also recognized this. I have two customers for whom it is no longer technically possible to schedule two meetings seamlessly in the calendar settings. The internal IT department has programmed the settings so that there has to be a 15-minute break between each meeting. Companies are gradually developing a new sense of responsibility when it comes to duty of care. Just because people are working remotely doesn’t mean that managers no longer have a duty of care. On the contrary. What is interesting in this context is that the reluctance to work from home is over. Tracking has made it clear that people are working more rather than less. However, I doubt whether this also improves quality.
What can each and every one of us do to get through crises better?
Networks and social relationships have an enormous effect and determine how hard you are hit. People who have a good environment, who are calm and stable, are better able to cope with difficult situations than people who are already overwhelmed by everyday life. This means that the dividing line does not run between the stronger and the weaker, between the more resilient and the less resilient, but rather depends on the framework conditions. They determine to a large extent how long a difficult situation can be endured. In my view, another important factor for greater resilience is regeneration, personal responsibility and self-reflection. Here, too, the pandemic has held up a mirror to us. We are suddenly learning that we are not evolutionarily designed to sit together in a cave around a fire for 16 hours. Instead, we need to take a step back and go our own way. Our social relationships are now being put to the test. For example, in relationships where both partners are working from home, children need to be looked after and educated and you may have relatives in need of care that you can’t visit. These are psychological multipliers that create such incredible pressure that even the most robust person will break down at some point.
How important is exercise? We keep reading that sport is crucial for mental stability.
We are made to move, but unfortunately we move too little. As a result, our entire body suffers and we don’t feel well. Resilience decreases. It is interesting to look into martial arts such as Tai Chi and Qigong or yoga. Asian philosophies are always about a balance between body and mind and about maintaining the body’s flexibility for as long as possible. However, this does not mean that you should overdo it. No one needs to run marathons, cycle 20 kilometers a day or climb every mountain – unless you have the desire to consciously push yourself to your limits. Excesses are problematic. I have had participants in my courses who have reported fatigue fractures in the pelvis as a result of their triathlon training. That is not healthy. These are additional stressors that have the opposite effect of resilience.
We’ve talked about resilience in people. Let’s take this to another level: what actually makes a resilient company?
I think your picture is beautiful because it is true. It’s a different level. But the principle is actually the same. A company is an organism that is shaped by its environment. In this respect, the same rules apply as for an individual. The company is also subject to changes and fluctuations. For example, my business in the training sector has declined because it primarily thrives on presence. On the other hand, personnel consulting contracts are currently going through the roof. That means you always have to keep an eye on things: How are conditions changing and how are we adapting to them? To give you an example: The sales force has almost completely disappeared due to the pandemic. Key account management went digital. What will happen to all the sales representatives? Of course, there will still be contacts that need to be maintained in person in the future. But you will increasingly encounter customers who say: let’s do this quickly via Zoom.
Last question: Are there character traits or certain characteristics in people that indicate resilience? For example, is there a correlation between communication skills and humor and resilience?
I don’t think it’s so easy to categorize it as following such simple patterns. Of course, you could assume that people who are humorous, communicative and extroverted probably have a lot of social contacts and a larger network – which generally promotes resilience. However, this does not mean that quieter, introverted people who seek peace and quiet and enjoy being alone cannot be just as resilient.
