Over the past couple weeks, I have described how leadership roles encounter a level of stress and pressure that is a substantial multiple of the challenges met by those in non-leadership roles (click here to read). I have also looked at how incidental stress can contribute to impacting our resilience quotient (click here to read).
As I stated last week (click here to read) people in leadership roles encounter a level of stress and pressure that is a substantial multiple of the challenges met by those in non-leadership roles. Factors such as performance pressure, personnel matters, ill-treatment by one’s supervisors, errors viewed by oneself or by others as a “failure,” and other such trials, can take a toll on the leader’s internal resilience.
People who have been in a leadership role often encounter a level of stress and pressure that is a significant multiple of the challenges encountered by those in non-leadership roles. Performance pressure, personnel challenges, mistreatment by one’s supervisors, mistakes viewed by oneself or by others as a “failure,” and other such events, can take a toll one the leader’s internal fortitude.
Such realities can impact the emotional and mental reserves of leaders over time – and this brings us to the topic of resiliency.
In mid-February I launce a series of discussions regarding conflict resolution. As I conclude this series it dawned on me to provide a summary in one email/blog that would tie the series together for easy reference.
Here are the topics and corresponding links:
Conflict between people in our cities, states, and nation seems to be escalating. Polarizing Facebook posts, aggressive exchanges on Twitter, heated exchanged on between prognosticators on cable news programs, increasing lack of regard for law and law enforcement personnel – are either on the rise or else the media has simply focused more attention on such matters.
It is my unshakable perspective that when we are called to lead a team we are primarily responsible to serve those who are participating on the team. And although there are numerous facets implied by this perspective, one of the root elements is to maintain a constant belief in each member of the team.
Over the past couple of months, I have focused on the proposition that when it comes to leading people, one of the hardest things to do is to lead people.
I have affirmed that there are no simple “quick-fix” answers, despite the many “how I did it in five easy steps” books available online and at the many flashy kiosks in every airport departure area, world-wide.
Over the past number of weeks, I have commented that one of the hardest things to do is to lead the people we serve. Many authors have devised simple “marketing” approaches that I believe have more to do with their promotional appeal than with the real world of leadership. Yet as we all realize, in actual practice leadership is not that simple; quick-fix proposals don’t fit into the demands of real-life experience.