Resilience - the key to leadership in turbulent times

It was voted word of the year at the end of 2023: Crisis mode. Indeed, wherever you look, small and large crises in politics, the economy, society and - last but not least - the climate have become our constant companions. For years now, we seem to have somehow found ourselves in a never-ending loop of permanent crisis mode. And every day the groundhog greets us - but unfortunately without Bill Murray.

We ourselves play the leading role of the rescuing cavalry in our crisis mode film: people with responsibility and self-confidence. People who lead the way, who dare to face uncertainty, who can show other people the way and give them confidence.

No, I'm not thinking of the usual suspects, our politicians. Now it's about you: entrepreneurs, department heads, division managers. But also the self-employed, consultants, coaches, bankers, influencers, creatives... They're all just people with feelings, fears and worries.

The big difference: you bear responsibility, for others and for yourself. This makes it all the more important that you actively address one of the most important leadership tasks during times of crisis: developing powerful resilience for yourself and your team.

Resilience - what is it anyway?

Resilience - only moderately well translated into German as “Widerstandskraft” - is more than just a buzzword. It is the fabric of successful leadership in difficult times.

As an entrepreneur or executive manager, you are certainly no stranger to the high seas of decision-making and the weight of responsibility that rests on your shoulders. Therefore, you are probably no stranger to the idea that it is not only about somehow weathering these storms, but also about emerging from them stronger and more adaptable. And perhaps also to develop a good understanding of both your own abilities and limitations.

Each of your decisions can have significant consequences, especially in a crisis, which may not even be clear at first. The more aware you become of this, the more important the importance of strong resilience will be for you and those around you.

It's not just about enduring the challenges, but accepting them, learning from them and consciously using them as a springboard to greater heights.

When we look at the question of what makes a manager resilient, we should not forget that this is not simply about abstract strategies and theories. It's about very personal experiences that can shape not only you, but also your company and your team. Motivating at best, traumatizing at worst.

Resilience - the immune system of crisis-proof leadership

Resilience in leadership is a complicated dance between strength and adaptability. It's about having the strength to tackle challenges head-on while maintaining the flexibility to adapt when the unexpected happens. I guess that's called leadership.

As a leader, resilience - to use a somewhat military image - is your shield and sword on the battlefield of business decision-making. As mentioned earlier, it's not just about recovering from setbacks, but also about growing from them.

But what does resilience really mean for you as a manager or leader?

It is the quiet confidence that comes from knowing that you can handle pressure without losing your core values. It is the ability to keep a clear head and a steady hand when the storm of uncertainty is raging around you. Resilience also has to do with emotional intelligence - the ability to understand and manage both your own emotions and those of the people you lead in a working world that has become complex.

In the world of top management, where the stakes are high, it is often physical and mental resilience that sets enduring leaders apart.

It's not about never falling, but learning how to get back up every time it happens. It's about learning lessons from every setback for the next challenge and continuously refining your leadership methods. It's about having a functioning immune system against any adverse circumstances and stressful situations.

The challenge of top management: Sarah's story

I want to tell you the story of Sarah - a freely invented one, but a very realistic story, which I was able to glean from conversations with various entrepreneurs and managers.

As CEO of a large medium-sized company, she was facing a critical phase that would not only test the company's resilience, but also her personal stamina like never before.

The market was in upheaval and the need for a comprehensive corporate restructuring became apparent. This was not just about designing and implementing an abstract business strategy, but also about,

• Guiding people through uncertainty,
• balance the expectations of different interest groups and
• control your own emotions.

Sarah found herself in a maelstrom of expectations. Investors wanted reassurance that the company would continue to grow and remain financially stable. At the same time, her employees, amid fears for their job security, expected direction and hope. As a matter of course, their customers insisted on uninterrupted service and innovative development. And the ever-watchful eye of the public weighed heavily on every decision. In the midst of this situation, Sarah's private life could not be put on hold. Family commitments also demanded her attention. So it's no wonder that her personal wellbeing almost fell by the wayside amidst all these millstones.

In this stressful scenario, Sarah's resilience was her guiding star. She had to maintain confidence in her decisions while dealing with the inevitable doubts that arise in such turbulent times.

Sarah's journey is a vivid example of the resilience required in top management. It's not just about making difficult decisions, but also about having the emotional and mental strength to deal with the myriad expectations and pressures that come with the role. Her story reflects the reality of many managers - a constant balancing act between professional demands and personal well-being, between confidence and doubt, and between the needs of many and the inner voice.

Key strategy #1: Develop resilience

Sarah's development as a CEO in difficult times demonstrates several key strategies for developing resilience in leadership. These strategies are not simply theoretical concepts, but very practical and, most importantly, storm-tested tools that leaders like Sarah use to navigate the complexities of top management.

• Emotional intelligenceSarah knew about the power of emotional intelligence. She learned to understand her emotions and manage them effectively so that they did not interfere with her judgment. This ability also helped her to empathize with her leadership team and staff, understand their very different fears and motivations, and communicate in a way that was both reassuring and inspiring.

• Change of perspectiveIn the face of major restructuring, Sarah decided to see this challenge not as a setback, but as an opportunity for growth and innovation. As a turning point in the company's history. This change of perspective enabled her to broaden her view from the depths of the problems to the potential of the future. This enabled her to develop a completely new solution-oriented mindset and turn potential obstacles into stepping stones. The problem became a gift.

• Building a support networkNo manager lives on an island, and Sarah knew that. She relied on a network of experienced mentors, entrepreneur friends and personal confidants. This support system provided her with valuable advice, different perspectives and emotional support, which was crucial not only for maintaining her resilience. But also for gaining new ideas and partnerships.

• Self-care as a prioritySarah did not neglect her well-being in the midst of professional turbulence. She understood that physical and mental health are the basis for resilience. Adequate rest, the right amount of exercise and a few hobbies outside of work were not a luxury, but a necessity that allowed her to stay alert and focused.

• Work and private life in harmonySarah tried to maintain a healthy work-life balance. She knew that her family and her friends were important anchors and places of calm. She therefore decided to remain present in her private life and to consciously find fulfillment in it. This work-life balance helped her avoid burnout and maintain a long-term perspective on her professional and personal goals.

• A clear visionOne of Sarah's most effective strategies was her clear and holistic (i.e. life-wide) vision for both her business and her personal life. This vision served as her compass in turbulent times. For her company, it meant having a clearly defined direction for the company's future that guided her decisions and gave her purpose in the midst of chaos. For her personally, it meant that she understood her own values and goals and knew how she wanted to shape her legacy. This clear vision helped Sarah stay focused and motivated, ensuring that her actions and decisions aligned with her long-term goals, both professionally and personally.

Sarah's strategies are a testament to the multi-faceted approach required to build and maintain resilience in leadership. Her story illustrates that it's not just about somehow surviving difficult times, but proactively shaping her path according to a vision that encompassed all aspects of her life. This holistic approach - a personalized blend of emotional intelligence, perspective, support, self-care, work-life balance and a clear vision - has enabled her to lead effectively and with purpose.

Key strategy #2: Maintain resilience

Building resilience is one thing, but maintaining it in the long term is another. Leaders like Sarah know that resilience is not a one-off effort, but an ongoing process.

Some approaches have proven successful in maintaining and even strengthening the resilience of managers in the long term:

• Continuous learning and adaptationThe business world is constantly changing, and so are the challenges that come with it. Sarah was committed to lifelong learning and constantly updating her knowledge and skills. This attitude of growth and adaptation kept her resilient as she was always ready to tackle new challenges with new insights.

• Reflection and mindfulnessRegular reflection helped Sarah to gain perspective on her experiences. She practiced mindfulness to stay in the present, which improved her decision-making and stress management skills. This self-awareness was key to preventing burnout and maintaining a resilient mindset.

• Promoting a resilient team cultureSarah knew that her resilience could also inspire her team. By fostering open communication, encouraging risk-taking and supporting her team through failure, she cultivated a culture of resilience within her organization. This not only strengthened the team's collective resilience, but also her own (see key strategy 3).

• Harmony between work and private lifeSarah understood that long-term resilience requires harmony between her professional and personal life. She set boundaries to ensure that her work did not overwhelm her personal time and vice versa. This balance was crucial for her mental and emotional wellbeing.

• Active health careSarah recognized the physical aspect of resilience and integrated regular exercise, healthy eating and adequate rest into her routine. These practices kept her physically fit and mentally alert - essential components for lasting resilience.

• Reassessment of the vision and objectivesThroughout her career, Sarah reviewed her business and personal visions and goals every year. This enabled her to ensure that her actions were aligned with her evolving personal and professional aspirations and that she remained motivated and resilient in the face of new challenges.

With these long-term approaches, managers like Sarah not only develop resilience that is effective in the long term. It is a journey of constant development, self-care and adaptation. This ensures that, over time, they remain effective, but especially inspired and inspiring leaders.

Key strategy #3: Resilience in the team

Creating a culture of resilience in a company is an essential part of sustainable leadership. It is about building and fostering an environment in which resilience is not just an individual characteristic, but a collective strength.

With these seven steps, managers like Sarah can implement this culture in their company (this also works very well in smaller teams, by the way):

• Leading by exampleThe first step is to embody resilience. Leaders who demonstrate positive and methodical resilience in their actions and decisions inspire their teams to do the same. Sarah's approach to challenges, her attitude to failure, her willingness to talk about it and her commitment to continuous learning are a powerful example to her team.

• Open communication and vulnerabilityEncourage open dialog about challenges and failures. Sarah fostered an environment where team members felt safe to share their difficulties and learn from them. By showing herself vulnerable, she made it clear that it is okay not to know all the answers and that resilience is often found in collaborative problem solving.

• Provide resources and trainingEquip your team with the tools and knowledge to develop resilience. This could include stress management training, emotional intelligence workshops and resources for personal and professional development.

• EEncourage risk-taking and learning from mistakesCreate a safe space for taking calculated risks. Sarah encouraged her team to innovate and experiment, emphasizing that mistakes are part of the learning process. This approach helps to build a resilient mindset that values growth over perfection.

• Recognizing and appreciating resilienceRecognize your team's achievements in the area of resilience. Celebrate both big successes and small victories that demonstrate resilience. This recognition underlines the value of resilience and motivates the team to develop this characteristic further.

• Supporting policies and practicesIntroduce organizational measures that promote resilience. These include a fair distribution of workload, flexible working arrangements and the promotion of mental health. Sarah has ensured that her company's policies promote the wellbeing and resilience of her employees.

• Building a supportive networkEncourage the formation of support networks within the organization. Peer mentoring programs, team building activities and open forums can foster the sense of community and mutual support that is essential to a resilient culture.

By integrating these practices, leaders can cultivate a resilient culture in their organizations where challenges are met with collective strength and adaptability. This not only benefits the individual, but also contributes to the overall health and success of the organization.

And now a sheet of paper...

Through Sarah's story and the strategies for building and maintaining resilience, it becomes clear that resilience in leadership is more than an accidental or God-given skill - it is a very deliberate and methodical development.

It's about mastering the complexity of management with strength, adaptability and a deep sense of purpose. Whether you are restructuring a business, leading a team through uncertain times or juggling the myriad demands of top management, resilience is your constant companion.

Remember that it's not about avoiding major challenges. It's about how you deal with them. It's about learning from every experience, getting stronger with every obstacle and inspiring those around you to do the same. Take these lessons and strategies with you as you move forward as a leader. Cultivate them not only in yourself, but also in your teams and your company.

And because you have shown the stamina to read my article up to this point, I would now like to invite you to stop thinking about Sarah and start thinking about your own path.

Take a sheet of paper and an hour of your time. How have you demonstrated perseverance in your role? What previous challenges have shaped your leadership skills? What new challenges are on the horizon? How will you deal with them?

What can you do today to prepare yourself and your team?