At Conversant, we think of resilience as the ability to turn stress and disappointment into strength, achievement and joy. Leading change in complex organizations is difficult, if not impossible, without it; perhaps that’s why so many strategic change efforts fail with rigid, inflexible leaders at the helm.
If you believe that agility is important to achievement and organizational alignment, we offer you what we’ve noticed about resilient leaders we admire and rigid leaders we don’t.
Resilient leaders we admire cultivate:
Rigid leaders we worry about cultivate:
Both lists above are useful, because resilient leadership requires that I notice when I’m rigid and shift to being resilient. Leading with resilience is an art of correction, not perfection, and noticing my rigid moments begins the pivot.
A CEO we respect said, “Resilience means accepting the always unfinished challenge of being a leader because I can’t evolve an organization unless I’m evolving, too. The moment I’m finished, so is anything I’m leading.”
If you agree that resilience is important and calls for us to embrace the always unfinished challenge of leadership then we extend an invitation: join us in exploring the pivot from rigid to resilience. This could be as simple as picking one of the rigid signals to look for and one of the resilient signals to pivot toward.