Global business is dynamic and complex. There is intense competition. For your position to be ahead, you need to race a bit faster than the others. Because there’s uncertainty all around, it can be difficult to anticipate the future and make sure that decisions you take will result in success. Leaders and CEOs struggle to win over their competition. It is more difficult for them to anticipate technological developments. Some businesses have gone out of business, while others have fallen apart. To beat the competition, resilient organizations are needed globally. You need to create resilient leaders and resilient teams so that you can win the battle against the odds and build sustainable organizations.
Resilience is what makes the difference between success and failure. Successive people are able to overcome disappointments, defeats, and setbacks. While unsuccessful people tend to dwell on the failures constantly and not to experiment or learn from them.
This is a rare trait for leaders who can be resilient and make the impossible happen. They don’t blame their circumstances. They take ownership and make an effort to change the outcome of situations. They don’t brood over their past mistakes. They instead explore solutions to their problems. They’re part of the solution, not the problem.
Any Tom, Dick, or Harry can be heroes, stars, or leaders when the sailing is easy. It is important to have strong, resilient leaders capable of tackling the difficulties and changing conditions. When the ship sails through the storm, the real leaders are those who can take the ship to shore without any problems. Leaders who are resilient and have the ability to see the bigger picture in difficult situations will be able to manage the situation. Storms are a chance to shine a light on the true stars, heroes and leaders. For leaders with great potential, problems can be a blessing in disguise.
Lou Gerstner and Alan Mulally are examples of resilient leaders that turned around organizations. Ford was on the verge of collapse when Alan Mulally took it from there to stability, profitability and respectability. This is a remarkable turnaround story for the corporate world. It involves both financial tightening as well as cultural changes in the automotive industry. This case is a great example for MBA graduates around the world. Lou Gerstner was a resilient leader that turned IBM around with focused effort, disciplined execution and a positive attitude. Carly Fiorina broke the glass ceiling against men-dominated leadership. She was the first woman to lead a Fortune 20 company—Hewlett-Packard (HP).
“Persistence and resilience only come from having been given the chance to work through difficult problems.” ― Gever Tulley
Eastman Kodak was once a leading company in photography. In 2012, Blockbuster Video filed for bankruptcy. Borders, one of America’s largest book retailers, was also defunct. These companies, which were known for their great brands at the beginning, failed to succeed. They failed to adjust to changing circumstances.
Leaders must embrace change and also be able to lead change in turbulent or normal times. Leaders must be mentally ready to adapt and change in order to avoid chaos within their organization. To achieve organizational flexibility, leaders need to have the ability to be flexible. Jack Welch is the past CEO of General Electric, and we think about him as a leader that led organizations through change. Jack Welch set the standard for innovation. He was a leader who led by example. He was direct and an excellent strategist, who believes in brutal execution.
Leadership must learn tools and methods to be able to adapt to changes. This is how to effectively embrace change. Be clear about your vision and communicate it clearly. You need to create an environment that is conducive for change. Communicate the necessity for change clearly. Make people aware of the implications. After the changes are implemented, show them how they will benefit. All stakeholders should be coordinated effectively. Reduce their fears and remove any roadblocks. Make small changes to make sure that they are able to accept the changes without any difficulty.
All around the globe, there is uncertainty. Everyone is affected by uncertainty, whether it’s for employees or employers, leaders and followers or both. It is important to learn how to adapt to uncertainty and to have a positive attitude. This mindset must be adopted and applied to their lives in order for them to thrive.
We must recognize the obstacles that cause uncertainty whenever we face it. It is important to consider the effects of our strategies and the tasks we perform. It is important to understand the roots of these issues in order to find viable solutions that will allow us to stay focused on our objectives. You must immediately take action to fix the problem and then monitor your progress closely to see if you have succeeded or failed.
Transform threats into opportunities
Leaders who are resilient are aware of the external forces and can adapt mentally to overcome them. We wouldn’t have KFC if Colonel Sanders had given up. Thomas Edison would have lost the electric bulb. Albert Einstein would have never known about relativity if he had quit. These legends persevered through their trials by managing external disruptions. Their threats were turned into opportunities, and they made it possible for everything to happen. Resilient leaders don’t blame others. Resilient leaders take ownership for their actions, and they raise hopes for others.
While the theoretical knowledge provides you with insights and ideas on resilience, the practical knowledge gives you time-tested techniques and tools to build resilience. To build your resilience, you need both practical and theoretical knowledge. If you are able to put in a percentage it becomes more practical and leads to resilience. Let’s conclude: To survive in 21.It is possible toCentury, whether you’re an individual or an organization, resilience is essential to building resilient organizations that can achieve organizational excellence.
Addicted 2 Success originally published How Leaders Accept Resilience during Tough Times.
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