Words, like other things, can become trends and resilience, is a big buzz word. But what does it mean, and can we build resilience? Are we born with resilience or is it something we learn by watching others?

The McKinsey Report defines resilience as the ‘ability of a business to withstand, adapt, and thrive in the face of shocks that are internal and external, as well as known and unanticipated.’

We are much like a business in that our own internal resilience is the capacity we have to adapt, flex and grow from the unexpected shocks of life-from personal to environmental challenges. Our resilience is only as strong as our mental platform and the emotional scaffolding we build each time we withstand what life throws at us.

Doing The Dusty

To borrow from Brene Brown who talks about being a gladiator in life, resilience is how we cope getting in that arena, knowing we may get hurt and fail, and dusting ourselves off to try again, forge a path forward. Part of learning how to be resilient means being prepared to be courageous and brave through the toughest of times.

Doing the dusty means dusting off the doubt, fear and frustration that comes from life’s shocks and challenges. Dusty minds are slow to respond to the unexpected and sluggish to recover. Shake off the events and get back up, mentally, to try again. And again, and again. If that is what it takes.

The Choice is Yours

Resilience is not only about taking a deep mental breath and trying again, but also the choices we make in the moment. Our decision-making skills determine our response sets to life events. In every moment we can make a choice. We can allow ourselves to be buried under the weight of misfortune or events out of our control. Or we can choose to look beyond the negative impact and focus on the outcomes we have in our control. Every decision leads us in one direction or another. That is the superpower we can use. The choice to take the next step, the next thought the next action. That is what you have control over, right now.

If it is not the greatest choice, then we have the ability to make another decision to change the direction we are going in. When all around us seems in chaos, we mustn’t forget that our next move is up to us. And that move can change everything.

Traffic Light Wellbeing

Being a resilient person indicates you engage in some form of self-care and reflection. How else can you learn to grow from adversity?

One tip for developing your resilience is to have an awareness of your own strength (emotional or otherwise), and when it is dipping a bit. Using a traffic light warning system to measure the wellbeing of those around you as well as your own wellness, is a quick and easy tool to use.

For your team members, you can grade them on their capacity to manage internal and external things going on in their life or at work.

Equally, you can use this system to read how you are travelling emotionally.

RED: They/I am overwhelmed and need support.

  • What can I do to help them/myself?
  • What supports can I set in motion?
  • What parts of their/my workload can I delegate to others?
  • Have I checked in on them/myself today?
  • What else can I, the team or the organisation do to support?

ORANGE: They/I have some stress but are/am not overwhelmed yet.

  • I need to continue to observe and check in on their/my wellbeing.
  • I need to prepare for supports or changes to help them/me should things escalate.
  • I should set in motion low key actions to provide preventative support.

GREEN. Good to go.

  • I/They are doing well and do not need additional support at this time.
  • Encourage and reward them/myself for maintaining wellbeing and resilience.
  • Identify them/myself as possible short-term mentors for others.

Tips for Building Resilience

Collect data- What is going on around, right now, that is affecting my wellbeing?

Correct thinking- Shift from fear to future.

Power Surge- Start to make choices that can move you forward, change the situation or stabilise things.

Do the dusty- fall, fail and get back up. Dust off the negative feelings and attachments and focus on what you can learn instead.

Be responsive- react with a considered and realistic mindset.

Groove Crew-Connect with your resilient teams, personally and professionally.

Build your mental platform- How have I coped in the past? What did I do? What worked?

Click here to listen to this episode and more.

Click Here

Nigel Sutton was a special guest on our Podcast The Business Hangover with Nicky and Sarah. His raw and inspiring story on how he managed his cancer diagnosis and the growth he discovered throughout the process is only touched on in the conversation below.

What we loved hearing was how he reframed his experience and the powerful message he shared.

Listen to the podcast to hear more.

nigel 2

Long before I was diagnosed with cancer I had listened to stories from friends and family about battling and fighting cancer. I was never comfortable with the idea that someone was battling cancer, particularly if it was announced they had lost the battle. I understand why we use these terms, for many they are terms of empowerment, to rally up the strength to journey through cancer treatments.

A cancer diagnosis turns your world upside down. Every cancer journey is unique, and I support the whatever it takes attitude, do what works for you. When it happened to me, I became curious. I had friends with chronic health issues. I wanted to know their take on fighting and battling illness. The consensus, it’s about managing your illness.

prostate-cancer-doctor

Could I manage my cancer? Yes, I could. I would let my extraordinary team of specialist do any fighting on my behalf; they have an arsenal of weaponry to go into battle. I would concentrate on healing rather than fighting.

I was determined to manage my cancer with a deep sense of kindness. I thought about how I managed my business, how my mentor and friend Sarah Godfrey had introduced me the importance of having a kick ass tribe. I knew it was going to be the same for managing my cancer. There wasn’t going to be just one person to support me I was going to need different things from different people. I was blessed with a truly kick ass tribe that included clients who adapted to my needs.

Some Tips.

  • Make sure you have enough insurance in your super to cover permanent disability and terminal illness.

    I know no one wants to think about this and it always happens to someone else, but keeping your fingers crossed behind your back is not a business plan. It’s a small amount of money and a big impact if you have the right insurance.

  • Contingency Plan or who can run my business for me?

    We think we’re irreplaceable when we are our business. But we must give some thought to the idea of having someone else run our business temporarily. Who in your tribe can do that? Have you set up a simple handover system that someone else can follow if needed?

  • Keep working during cancer treatment if you want to.

    In fact, keep doing what you were doing before your diagnosis if possible. Work gives you purpose and keeps your mind active. Only keep working if your job brings you joy. If working is all worry and stress, call your tribe to help take the pressure off and take a break.

  • Keep moving, exercise is highly recommended for most cancer patients.

    Exercise, exercise, oh did I mention exercise. Keep moving, keep living.

  • Ask for help!

    Get a psychologist, the earlier you share the impact of this enormous change with a professional listener the better you and your business will be.

  • Finally, talk with other business owners who have had or are having the same experience.

    Manage your cancer like you do your business, with the intention to grow and have a great future.

  • I am not in a war.

  • I do not go into battle every day.

  • I manage my cancer as a part of my life.

    I give myself time to heal and time to manage a business that brings me and my tribe, or as Nicky Mackie would say my Groove Crew, a great sense purpose.

For more tips and help in managing your business while being treated for cancer please click on the link below.

Managing your business

Resolving the false imposter in you.

Decades ago, I sat around a large table in a hospital, as a shiny new psychologist. Around me sat paediatricians, neuropsychologist, psychiatrists, general practitioners, and a team of allied health professionals. My client was a young male with multiple mental health challenges. I can remember clearly looking around and wondering what on earth I was doing at the table. Everyone invited to the case meeting had years of experience over me. I worried what level of contribution I could actually make, and worse, my budding professional experience was going to be exposed and I would be humiliated. I was positive I was punching well above my weight.

Why is it when we finally get the job, success or career move so wanted, we can become riddled with self-doubt? What makes us feel like an imposter, regardless of the skills and experience we bring to any role in our lives? How often have we all waited for someone to realise that we've fluked our way into the success we've arrived at?

It was first noticed in 1970's by psychologists Suzanne Imes, PhD, and Pauline Rose Clance, PhD, who identified a strange phenomenon amongst high achievers. They appeared unable to internalize and accept their success.

'They often attribute their accomplishments to luck rather than to ability, and fear that others will eventually unmask them as a fraud.'

At this time, it was predominately women struggling to claim their success.

'In spite of consistent objective data to the contrary, they attributed their successes to serendipity, luck, contacts, timing, perseverance, charm, or even the ability to appear more capable than they felt themselves to be.'

Suzanne Imes proposed a contributing factor was when 'families placed a big emphasis on achievement' or bounced between 'over-praise and criticism.' False Imposter Of course add on to a background of unstable ego building, social, cultural and academic pressure and it is no wonder we struggle to feel worthy of success at times.

Not so much a syndrome as a phenomenon.

Well, here's the good news. Feeling like an imposter is not actually a syndrome. A syndrome is generally related to a small cohort of people while perceptions of being a false imposter is felt on mass. It is called pluralistic ignorance, which means we all think we are the only ones plagued with self-doubt waiting to be exposed. The reality is we all will experience moments, if not days, of worrying we are not good enough. In fact, around 70% of people feel ill-equipped to fill their own shoes in the job they have. Irrelevant of the logical argument that the promotion, or application you were successful at getting, indicates you are more than adequate to do the job.

The downside of not openly talking about our crippling self-doubt is that we limit our potential by leaving the belief unchallenged. This self-sabotaging behaviour helps no-one and can feed into the misconstrued belief that we are not good enough.

Don't be too humble.

For some we display exaggerated humility which research believes is a protective impulse: ‘the need for an exit strategy’ Feeling Like a Fake. In this sense the minimalising of achievement and being too humble (‘aw shucks it was nothing, no it’s not that great, I could have done more,’) creates a plausible way out if you were to be suddenly discovered as a failure. The issue here is we all will fail at some time, at something and acting with an exit strategy mindset becomes a self-fulfilling prophecy.

When you emerge as an excessively humble CEO, to manage feeling like an imposter, not only is it inauthentic but a reliance on outsourcing and advisors to avoid failure, becomes a compensatory mechanism rather than an effective tool. And this behaviour undermines the best way to overcome feeling like an imposter.

Our tips to shake that fake feeling are:
  1. Self-evaluate. You are the best person to evaluate your capabilities, value added skills and performance.
  2. Get a team. Have a kick ass group of mentors and coaches to keep your view in perspective (listen to our Episode 2).
  3. Don't compare. You are unique. You are where you are, in the job you are in, because of your difference. No one wants a team of robots who all think the same. Not in the future workplaces anyway.
  4. Put your hand up to train others. It is a great way to realise what you know and what you contribute. We learn more from supervising and coaching others about what we know and have learnt, than at any other time.
  5. You do you. Acknowledge what you do really well and what are areas of improvement, so you have a balanced approach to your skill base.
  6. Accept you will fail. And say the wrong thing, be challenged and have opinions dismissed. Learn from these moments rather than be offended or see them as criticism.
  7. Reframe, rethink and rewire. Invite challenges that push you, challenge your fear of failure, small steps at first until you realise you are as equal.

Or you can try what I did, as I watched the highly experienced consultants talk on my client's presentation in that hospital meeting. I took a deep breath and backed myself. I talked honestly about my perspective and what I believed would be the best path forward. I relied on the knowledge and experience I did have and stayed in my lane. I won't say it was a comfortable couple of hours, but I walked away, feeling better than when I went in. Sometimes that is a win.

Follow us at The Business Hangover with Nicky and Sarah on Spotify and all popular podcast sites.

Sleeping on the job. Is it a good thing?

Who would have thought that sleeping on the job would become a reality? How do you feel about placing sleeping pods in the workplace, so that your employees can take a rest? A nanna nap. A couple of Zd’s between tasks? It’s novel and happening.

What we do know is that lack of sleep affects our judgment and decision-making capabilities. The longer we are sleep deprived, the worse we become at clarity of thought. And here’s the thing. We are not just talking about overworking, type A’s or unreasonable deadlines that keep us up at night. What about the worriers, the over thinkers and ruminators?

Most of us have had one of those nights. You know, can’t sleep because a job, a task, a deadline is looming, and we have got ourselves in a state. We wake up groggy, tired and grouchy and pack that fatigue up and take it to work. Would the opportunity to take a nap be beneficial?

It brings up, for us at least at TBH, more questions than answers. How do small businesses manage this? Those organisations that have few employees. What work time is lost? What does small delays cost the business? Is it a lunch time thing? Could it replace the coffee break? Who monitors the usage? Who is more likely to use it? Experience would tell that high achievers and performers are less likely to choose to sleep on the job, despite the fact it could be helpful for their wellbeing and output.

Individuals more susceptible to stress are more likely to engage in a sleep break. And that brings us to the concept of how far do workplaces go to get the optimum from their people? Where is the line between personal responsibility for wellbeing and performance on the job and the organisational responsibility to provide healthy and supportive workplace environments? How do you monitor the use or misuse of these innovative ideas? Are we travelling down a slippery slope of morphing workplaces into pseudo psych clinics?

On one hand when we take a job we agree, in exchange for payment, to present ready and capable to complete the job requirements. On the other hand, businesses have a clear responsibility to ensure that while you are at work, you have a safe and productive environment to help you perform your tasks. The bigger question is where, in this exchange, is the tipping point? How do we not encourage mental health dependency and still promote self-motivated and owned resilience?

With the COVID-19 impact more issues are entering the workplaces, that are related, but not exclusively to our jobs. These include;

  • Increased social anxiety.

  • Problems adjusting to returning to work.

  • Hypersensitivity to performance.

  • Lower resilience and coping in conflict.

  • Higher emotional distress readjusting to in person pressure and communication.

  • Increased personal issues (separation, domestic violence, economic, isolation, substance abuse, depression and triggered traumatic memories).

  • Increased anticipatory anxiety (what next?).

  • (COVID emotional tsunami after the global shock).

The question is can workplaces and business owners really manage such an increase of personal mental health issues. Should they be expected to know what to do? If not, what are the alternatives?

Perhaps we need to use language in a more constructive way so our intent at work and in business is clearer. Our investment should be on building resilience, coping capacity and self determination and responsibility. Mental health is a complex issue that workplaces, management and team leaders are not, and should not be expected to, be across at the level we are increasingly expecting them to be. Could we stop overusing the words ‘mental health’ to such a point that everything becomes an ‘illness’ of one sort or another. Many of our reactions, interactions and emotions (including the negative ones) are a very normal, if not uncomfortable, human experience. If all stress requires intervention, if tiredness shifts to a workplace responsibility are we starting to pathologies rather then build resilience. Caring is very different to enabling.

The question we pondered is, instead of creating sleep pods, for example, could we be better at empowering our people to manage, seek assistance and care for their wellbeing. Could resources be directed to expanded EAP programs so they are educational and inspirational resources for employees to look after their wellbeing better? Not just options for when our employee’s mental health is in crisis. Do we need Employer Resilience Programs instead, that all our teams engage in? Individually tailored programs that place the responsibility back on the person to care and look after themselves, to be healthy and ready for their jobs and to know the external supports and options available to help them.

There is a shadow line between providing support in the workplace and enabling dependency on others to resolve personal mental and physical health issues. Support is focused on helping to help ourselves. If workplaces continue to provide mental health answers to personal issues unrelated to the job and the work environment, are we creating a bigger problem than we are trying to resolve?

Much like the helicopter parenting syndrome that has created a level of mental health learned helplessness in children, business environments must focus on strengthening, growing and supporting our teams to be their optimum self and avoid taking ownership of mental health beyond the primary responsibility of healthy, safe and functional cultures.

Some tips to ponder.

  • Demonstrate compassion and enforce expectations and rules for the workplace.

  • Normalise common human experiences and emotions (not everything is pathological).

  • Build resilience to coping rather treatment focused options.

  • Mental health issues do not excuse unacceptable behaviour (gives context).

  • Be mindful of the difference between support and enabling.

  • Seek professional advice if unsure how to manage issues.

  • The goal is to build individual resilience and personal responsibility for self-care.

  • Workplaces are part of the wider community, link to resources that can help.

  • Don’t let dysfunctional conduct continue unattended, support getting help.

  • Wellness and wellbeing are different to managing mental health and un-wellness.

Kick ass tribes and groove crews.

If you ask anyone who has done the long haul to success what got them over the line and sealed their career, they will tell you the people around them. Friends and family that chipped in to help and were a constant cheer squad. Your network that guided and held you steady. And more often than not, the mentors or coaches (MC’s) that supported you, challenged you and gave that mental slap down when you needed it.

Mentors are more than hand holders through the tough times. They see the ride ahead and get it will be tough. They understand you’ll want to give up and stop at some stage. They know you’ll ask yourself if it is all really worth it. So, why don’t we ensure a mentor or coach is part of our groove crew. The group that builds a mental trampoline under you, for those career ups and down.

MC’s- The why and why not’s

For some it is a cost thing. Investment over tangible benefits can be a hurdle to grasp and conquer. This is because a lot of the work done by MC’s is quiet and non-transactional. It is in the building of confidence, sharing of knowledge and shaping of professional resilience. Skills that are hard to measure and are formatted over time.

For others it’s in the trust and value they place on guidance and experience. We can all be a bit of a knowledge guts at times, assuming we have the answers, or our situation is unique. Many may have trusted others in the past only to be blindsided professionally or financially.

Of course, another reason for the reluctance to embrace MC’s is in the fear of challenge, failure or success. Being held accountable means there is no-where to hide. All the dodging, avoidance, excuses and procrastination is held under a spotlight. You might just be faced with your own blocks, inadequacies, gaps and emotional levers. Uncomfortable, sure, but necessary to push through to the success you dream about.

Finally, the eggs in one basket syndrome. No one MC can provide all the learning, support and skill development over your professional career. This can lead you to feeling let down or frustrated. After all, MC’s are not magicians, friends or family. They are just highly skilled people with specialised knowledge.

Who do you need in the Kick Ass tribe?

For some it is a cost thing. Investment over tangible benefits can be a hurdle to grasp and conquer. This is because a lot of the work done by MC’s is quiet and non-transactional. It is in the building of confidence, sharing of knowledge and shaping of professional resilience. Skills that are hard to measure and are formatted over time.

For others it’s in the trust and value they place on guidance and experience. We can all be a bit of a knowledge guts at times, assuming we have the answers, or our situation is unique. Many may have trusted others in the past only to be blindsided professionally or financially.

Of course, another reason for the reluctance to embrace MC’s is in the fear of challenge, failure or success. Being held accountable means there is no-where to hide. All the dodging, avoidance, excuses and procrastination is held under a spotlight. You might just be faced with your own blocks, inadequacies, gaps and emotional levers. Uncomfortable, sure, but necessary to push through to the success you dream about.

Finally, the eggs in one basket syndrome. No one MC can provide all the learning, support and skill development over your professional career. This can lead you to feeling let down or frustrated. After all, MC’s are not magicians, friends or family. They are just highly skilled people with specialised knowledge.

  • The Downloader (who you dump and share all the stuff going on in your life).

  • The Mentor (the one who has walked in those shoes before you tried them on).

  • The Balancer ( a rational and reasonable voice to hold you true north).

  • The Challenger (that person that can challenge you fearlessly and call your shit out).

  • The Cheersquader (celebrates all victories and pumps you ready to go again in your failures).

  • The Connector (reaches out to connect and network you with those who can teach, coach and help you succeed).

With this blend of support, as well as family and friends, we would have to say we are bloody lucky to have our tribes –the kick ass crew who helps us be better than we were yesterday

Our advice to all is find your tribe, make it huge and know your challenge to target who helps with what.

Don’t forget to listen to our podcasts and share the love.

Available on Anchor, Pocketcasts and Spotify

Being future ready in business.

Sarah Godfrey 2020

The new buzz word, ‘disruption’ isn’t just business-speak. It is the way of the future. Looking forward we need to be discord directed. Not in the paranoid, doom and gloom perspective of the world and business. Rather in an optimistic, come and get me, resilient way. Think, readiness for the expected chaos that has a ironic predictability about it.

According to the McKinsey Global Report 2020, disruption to business, be it climate events, theft, cyber attacks or as we experienced biological events, occur with some regularity. Although the sample size is significantly small, the report indicates the following:

Disruption Frequency

We should expect some form of disruption to our businesses;

  • 1 to 2 weeks every couple of years.

  • 2 to 4 weeks every three years

  • 1 to 2 months every four years and

  • Over 2 months disruption every five years.

These suggested frequencies are not set in stone and may not apply to all businesses. In fact the more your business relies on a centralised base, the more likely it will be affected by disruption elements. Safe strategic sourcing can leave your business vulnerable to world events. It can delay rebounding from disruptions to manufacturing, consumer needs and supply chains.

Tips to get discord ready.

The McKinsey report advises to think long term. Where most companies will lose an average of 40% of a years’ profit, every decade, due to disruption and every five to seven years, 100 days of production, a risk diverse policy needs to be incorporated into the culture of every business model. The report suggests we should be incorporating into our strategic planning:

  • Stronger risk management procedures

  • Improve transparency.

  • Build redundancy in our supplier and transport networks.

  • Hold more inventory.

  • Reduce product complexity.

  • Have flexible production across multiple sites.

  • Improve financial and operational costs to respond to and recover from disruption.

It might be time to embed a disruption costing into our balance sheets that allows for the regularity of discord and chaos. Our reactive process as is current that ignites only when the disruption occurs, is a thing of the past. Manifesting the likelihood of disruption into out business models will engage creative and innovative planning, conceptualisation and engagement with source and production chains, employees, management and consumers.

What your business can do.

To expand on this, Mike Ross BDC CEO Excellence Retreat proposes that we should be valuing adaptability and looking towards future disruption instead of the “everything is fine” attitude pre COVID-19. He suggests part of the operational design of a business includes a team to manage a ‘Disruptive Change Matrix-DCM.’ The DCM monitors the impact and probability of disruption, allowing the business to act and prepare for an event. A proactive risk management style instead of reactive.

A team built to manage discord and chaos becomes an early warning system, with the capacity to guide CEO’s and organisations to make changes, adjust and engage in business, climate and scientific events. In this way the knowledge learnt can be used to navigate business through inevitable disruptions and plan for recovery. In smaller businesses, you can create a DCM position and nominate one employee who demonstrates the confidence and interest to perform the role.

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And, you can start now.

Have strategic plans already in place, open enough to be adapted and changed as required. A foundation of resilience and recovery planning, as part of the culture of the business, gives security and transparency to employees and staff.

Have Creative Centres in your business to encourage ideas and brainstorming, engaging your teams in the ‘What if’ scenarios and bonding the belonging of a unified commitment to tackling the disruptive events.

Review your supply chains, flexibility and employee resilience in preparation for whatever disruptions lay ahead. Don’t be afraid to ask questions and challenge the status quo. What can be done, moved, changed and resourced?

So much is out of our control in the business world. We cannot stop disruption.By controlling what we can, gives us a professional and financial edge, speeds up recovery so we are better at taking the hits, makes failure part of an expected business framework and builds resilient and ready teams.

If you want to implement a Creative Centre in your business, contact Sarah directly.

 

Sarah Godfrey, Jan 2021

So, what now?

It seems as I look out my window at a misty Melbourne morning that even summer feels uncertain and the hot weather waiting is apprehensive and unsure it should go-ahead. Much as we all are, as we leave 2020 and look towards 2021.

What next? Many things seem unpredictable, unstable and unforeseeable. Heraclitus, a Greek philosopher, once said, “Life is Flux,” or the more modern interpretation, “Change is the only constant.” Whether it is the unexpected ups and downs of our everyday lives or the normal chaos of the human experience, what 2020 taught us is discord is the new black and we need to be ready.

Finding stability in unstable times is no small ask. The belief we have some real control over our lives has been fractured, if not shattered in the last year. Our utter humanness has exposed our incredible vulnerability and resilience, as individuals, in our workplaces and beyond. Despite this it is in our nature to need some form of equilibrium or understanding in order to function.

Purpose values can provide us with a link to building stronger resilience with which to grow and recover. As Shaefer & Co noted in their research, during times of crisis, ‘individual purpose can be a guidepost that helps people face up to uncertainties and navigate them better, and thus mitigate the damaging effects of long-term stress. People who have a strong sense of purpose tend to be more resilient and exhibit better recovery from negative events.’ (Purpose in Life).

Our resolve and intention to set a goal, move forward, cope or to process the meaning of events, creates a form of certainty in otherwise uncertain times. In my book Life Works When, Purpose is one of the five pieces of the puzzle to find Happiness. The unhappy Mo realizes he had been ‘drifting without purpose for too long [and] had not built resources or direction to help him through the hard times.’ (Life Works When)

The Purpose of Life is a Life of Purpose.

Robert Bryne said it best, the purpose of life is a life of purpose, but what is a life of purpose? 'Sometimes the goals we gravitate towards aren’t right for us. Or worse some purposeful objectives might be chosen for motivational wants defined by greed, envy and false illusions of happiness, rather than our true needs. Other times our purpose is linked to our developmental age and stage of life. When this happens, we can forget to adjust and adapt our goals to growing up, life experiences and getting older’ and as we now understand, in global crises.

‘The issue is we all need some kind of destination to push us forward and excite us to master and work towards endeavors that will be meaningful in some way. In turn, we get a sense of where we are going and why. Purpose is individual and intrinsic to our needs and wants. Having a sense of purpose gives us a balanced meaning to our existence. It allows us to allocate time and resources to goals and dreams. And dreams create passion and energy. We all need to be excited about something, no matter if that drive is to feel better, care for our well-being, imagine a better life or to invent something truly amazing. Purpose is passion. And a life without passion is an empty vision.’ (Article on Purpose)

With great disruption, as we have experienced in 2020, we can easily loose sense of ourselves and believe the direction we were travelling in is no longer relevant. But that is wrong. Purpose, in its simplest form, can improve relationships, emotional well-being, increase longevity and benefit workplaces. In fact, ‘creating strong links to an individual purpose benefits individuals and companies alike—and could be vital in managing the postpandemic uncertainties that lie ahead.’ (Purpose in crisis).

We should be encouraging senior management and c-suite teams to be mindful of what our employees need and attach purpose to, as we move towards the next new normal post COVID-19. Research has indicated that purpose can be an ‘important contributor to employee experience, which in turn is linked to higher levels of employee engagement, stronger organizational commitment, and increased feelings of well-being.’ (Purpose in crisis)

The Archetypes of Purpose.

Just having purpose is not, however, an easy pathway out of discord. The value around our purpose sets the agenda for success or failure in our workplaces. It is the learning to install a sense of purpose in ourselves, teams and organisations that is the direction we are looking for in 2021.

Let’s look at our value sets to start with because this can determine or orientate our type of purpose. For example, if you have a personal value of belonging, then professionally team development, loyalty and recognition may direct your purpose. It is what connects you with what you do and need. As leaders, our purpose is more meaningful as it shapes the culture of organisations, the connectivity of management and the productivity of employees.

A survey by the McKinsey Report (Purpose in crisis) looked into types of purpose we rate connected to our values. Analysing nine characteristics of purpose they defined three types of purpose archetypes, the ‘Freespirits, Achievers and Caregivers.’

 

Freespirits.

Freespirits value autonomy and respect tradition. They find meaning in situations where they can control what they do and when or how they do it. They thrive working independently and enjoy ‘stress testing’ ideas with others, goals are selected with consideration of family and cultures. Purpose blockers for Freespirits are being micromanaged, inflexibility, censorship and pressure to go against well-established practices.

Knowing if your employee gravitates towards the Freespirit type of purpose allows organisations to enhance autonomy and understand the importance of tradition and culture to these types. They find purpose in freedom within a framework.

Achievers.

Achievers, on the other hand, find their purpose in accumulating social or material resources. They find purpose in self-improvement. Achievers will need opportunities to increase earnings and status and look for fun and excitement in their tasks. They like to be the authority on topics and impress others. Their purpose blockers are if they are made to feel invisible, lack influence and become out of sync with the culture. Achievers have a fear of failure that leads to humiliation.

Leaders of achievers need to balance the purpose with the job role. Recognition is important, as is being seen and acknowledge by the group or team. Beneath this is the apprehension that failure, particular public failure will have on their well-being. Ensuring the job is varied, purpose fit for their skill level and developing professional development to succeed and challenge them, can keep an achiever satisfied and growing.

Caregivers.

The third type of purpose archetype is the Caregiver. Caregivers find purpose in selecting how and when they look after others. They are less interested in material gain or the opinion of others. Caregivers find their purpose in mentoring and supporting others in the team. They seek work-life balance, security and order. Their purpose blockers happen when they are pulled away from the team or family and friends. Isolation is not helpful in a work environment and they may struggle with any uncertainty or disorder.

Leaders can enhance the Caregiver purpose by investing in training for mentorship and providing a role that anchors them in team leadership, cultural management or workplace well-being, particularly if they are required to work off site or at home. Understanding the need for balance is important and consideration to the fact that people not performance, drives their meaning. Preparing them for options will reduce their anxiety.

These purpose archetypes can assist supporting and guiding your employees and teams forward, helping management and organisations rethink needs and offer leadership insight to plan for the post COVID business and operational future. A Caregiver leader needs an Achiever and Freespirit in their team to create balance and challenge. An Achiever CEO needs to reflect on the worth and purpose of the Caregiver and Freespirit in the C-Suite team.

Purpose as a measurable determinant of well-being in workplaces is a new, untested path forward and the research by the McKinsey report is a step towards understanding the importance of values as intrinsic to purpose and success. It challenges us to see ourselves and those around us, through a different lens.

The ‘so, what now’ question has started to find an answer. Look beyond profit margins and into people purpose. Find out who your leaders, employees and consumers are and what is their purpose. Define the meaning framework in each job and enhance the archetypal links to improve performance. One thing we do know for certain is Heraclitus was right. A life in flux is what we have, and if we find our purpose, it can be the impetus for great change, growth and prosperity.

 

 

 

 

Not convinced to book that leave yet? The importance of creative thinking is vital for emotional resilience and intellectual achievement. Let's take a moment to see into the future and learn how creativity will be a much sought after human skill. According to the World Economic Forum in the Future of Jobs Report, in 2015 the top three human skills employers wanted were;

  1. Complex problem solving (part of executive functioning).
  2. Coordinating with others (part of emotional intelligence).
  3. People management.

By 2020 (at the time of writing this, that is just shy of 12 months from now), the top 3 human skills to secure your job will be;

  1. Complex problem solving.
  2. Critical thinking.
  3. Creativity (a very new entry into 'must have' qualities of future employees).

Beyond 2020, the prediction is that the human skill of Creativity jumps to the number one spot and Emotional Intelligence arrives on the scene, moving from the sixth desired attribute in future employees into the top three. These significant human skills will be needed to balance our increasingly technologically dependent world and can be connected with the benefits of taking sabbaticals. I know! How easy is that?

A rested mind is a creative mind.

Creativity is coordinated through the right hemisphere of the brain. Let's not get caught up with thinking this skill is only about creating works of art, making things of great beauty or releasing emotional stress through artistic exploration. Creativity is innovation. It is a human skill that will help you perform better in solution finding (problem solving), allow you to view opinions from different perspectives, explain and comprehend information from new angles and increase success to communicate, connect and conflict resolve with others. Creativity is integral to change adaptation and flexibility, as it lets you cope and deal with uncertainty by allowing you to include the unknown in your thinking.

Sabbaticals can untap your creative potential by delivering time. Time is the quality none of us have and desire the most. A sabbatical forces you to step out of a busy life, preoccupied with 'living' and making immediate choices on a daily basis. It allows your mind to drift, slow down, process and tap into that dusty and underused imagination. Much like the positive effects of boredom to spark your imagination, a sabbatical, by changing your environment, focus and goals, can stimulate the brain to activate a different skill set than you would normally use. Time and personal freedom are the key to growing your creative potential. Two things a sabbatical can offer you.

Emotional Resilience

Research conducted by academics across New Zealand, United States and Israel (Sabbatical Leave: Who gains and How Much?) studied the effects on sabbaticals across 10 different universities. They focused on emotional well-being and found that their colleagues enjoyed enhanced psychological health during sabbaticals, particularly where they journeyed out of their home country, in comparison to those who did not take leave. This cohort also showed increased resource levels (productivity and resilience).

Our mental health is improved by the time we take to venture into the world and gain new experiences. But leave your work and screen obsession behind. Our brains are not designed to be switched on 24/7. They are engineered to problem solve, whether that is a complex problem or an emotional issue, by slowing down and allowing information to randomly explore possibilities. Mastering emotional resilience is a part of effective problem solving. Contrary to what most might believe our brains need time to disconnect from excessive focus, restructure the process of seeking information, develop the capacity for insight or deeper understanding of the issues and relish in the very scientific term, the 'A-ha' moment, which is the sudden realisation of a solution to the problem (according to Simone Sandkühler, and Joydeep Bhattacharya in their research on insightful problem solving). None of which can be mastered in our hectic working lives but can be generated by taking sabbaticals and allowing us to connect with our emotions, randomly work through hurdles and learn to explore and stabilise intense feelings. The brain needs to slow down in order to do this and work as it is intended. If we are screen obsessed and use holidays to stare mindlessly at technology or continue work tasks, you may as well stay at home and continue the grind because the benefits are going to pass you by.

Studies such as these confirm what we know instinctively; that taking a break will have a positive outcome on your general physical and mental well-being. How you use your sabbatical is also important. We need to create space and time to switch off our working brain and explore and develop our creative brain. Having a different focus, exploring the new and novel, breaking a routine and even being bored by too much free time on your hands, are positive outcomes from taking that much needed break. It is the restful escape that will develop a more creative, emotionally resilient and intelligent you.

Sabbaticals, especially regular sabbaticals, have the ability to improve our brain function, release our creativity, enhance our emotional intelligence and alter our genetic map for the better. It is time to embrace the body and brain benefits of planning sabbaticals and reap the emotional and physical rewards. Employers should look more positively on the long-term outcomes that sabbaticals can have on their staff, their productivity and overall employee well-being. A well-planned sabbatical has the ability of helping us all.

On that note, I think it is time I got myself a safari suit, picked up a shovel and booked my own sabbatical. Afterwards I can return to my career and family rested, inspired, creatively improved and physically ready for the year ahead.

Sarah is a lateral mentalist providing coaching psychology for two decades focusing on personal development. She works with her clients to build successful futures, speaks at conferences and writes books and blogs on discovering how to improve your life, find happiness and master human skills.

You can contact Sarah by emailing her at hello@sarahgodfrey.com.au

It is common knowledge that taking a break is good for us, although in the current climate it seems finding weeks to put aside for rest and relaxation has become more and more difficult. It's time we paid attention to the increased benefits of, not only taking a holiday, but investing in frequent sabbaticals. These benefits extend across your psychological, physical wellbeing and your brain function.

Time-lining sabbaticals into our lives has substantial positive effects on our executive function, creativity and overall career performance.

What we already realise is that extended periods of time off do us the world of good. For starters sabbaticals;

  • Improve your immune system to fight illnesses (like viruses, colds etc)

  • Enhance your emotional well-being

  • Build self-esteem and confidence by positive risk taking, new experiences and increased socialisation

  • Decrease your stress (allowing cortisol levels to stabilise)

  • Re-energise motivation by breaking routines and feelings of apathy in daily life

More recent research is showing us exciting and significant effects on how sabbaticals can improve our brain and body functioning. The Icahn School of Medicine, University of California and Harvard, conducted a study that showed a six day retreat was capable of causing genetic changes. These genetic changes improved the immune system, decreased stress levels and even lowered the levels of proteins in the brain associated with depression and dementia. Not only that, but the study indicated that these genetic effects were still present one month later.

We can only imagine the long-term benefits from frequent sabbaticals aimed at self-improvement or skill enhancement. (As yet there is no research cross comparing a healthy sabbatical with a cruise ship '24-hour-drink-fest-party,' however I'm sure there will be plenty of volunteers for the later). So, sabbaticals can improve our physical immune system and may help the physical signs of depression and dementia. The benefits lasting much longer than the holiday itself. It doesn't stop there. Here is another fascinating thing about a well-earned extended break. It can also;

  • Boost your creativity

  • Increase your emotional intelligence and resilience

  • Increase your executive functioning capabilities

There is growing evidence on how sabbaticals can enhance executive functioning, (the area of the brain associated with planning, thinking, organising and problem solving), and allow the creative mind in us all, to be released. And a creative mind is what you need moving into the future.

Judy Willis M.D.M.Ed in The Impact Of Creativity On The Brain, outlines the importance of creativity to enhance brain function. Willis believes that constructs such as 'long term memory, concept construction, intelligence; academic, social, and emotional success; the development of skill sets and the highest information processing (executive functions) that will become increasingly valuable for students of the 21st century,' are by-products of creativity. And creativity is a by-product of taking a sabbatical. Time we all valued a break as a moment to spark our own dormant or unknown creativity.

Sarah is a lateral mentalist providing coaching psychology for two decades focusing on personal development. She works with her clients to build successful futures, speaks at conferences and writes books and blogs on discovering how to improve your life, find happiness and master human skills.

You can contact Sarah by emailing her at hello@sarahgodfrey.com.au

Do you know what I would like to do if I could take 6 months off? Live out my other dream career as an archaeologist. Spend months brushing granules of dirt off an ancient bone, discovering something hidden and long forgotten with equally obsessed amateur palaeontologists. However, balancing an indulged dream against the pressures and demands of a busy life seems nearly impossible. What if taking a sabbatical could actually do more for me than create a chance to realise a dream? How more motivated would I be to take a sabbatical or two, if I knew it would benefit my intelligence, creativity, physical and psychological well-being or help me perform better at my real job?

Being a dedicated employee and priding ourselves on our work ethic are important to our self-esteem and value in our working life. Doing the long hours, putting in the effort and demonstrating endurance in the face of insurmountable tasks, are what we do to be successful. These attributes are highly praised and often come at the cost of regular holidays and planned breaks. Do we discount stepping away from work because we are unaware of the immediate and long-term effects of taking well-earned sabbaticals? And I don't mean just one. The more you take the better the effect.

The biggest hurdle is committing to your own self-care. Can you imagine fronting up to your boss or (family) and asking for a few months or even a year off? Most of us get a little nervous just at the idea of taking more than a couple of weeks away from our jobs. Our self-doubts amp up as we worry about loss of respect, skill decline, fear of being replaced or losing our position, the job being made redundant in our absence and workplace culture and demands changing in the interim. However, even with these concerns, it appears that the value of sabbaticals is starting to make sense. People are increasingly selecting to plan and take extended breaks over staying in jobs, opting for other goals than just workplace achievements.

A sabbatical, unlike general leave (and the two-day weekend we sometimes pretend is like a holiday), is a longer rest from our working lives. Sabbaticals often last more than one month and can extend up to a year, depending on your workplace and career. In most businesses' employees begin to generate long service leave after a period of ten years. Accruing time off for longevity and loyalty in one work environment generally gives a return of around two months paid leave. Sabbaticals fall under a more fluid guideline. They can include paid or unpaid time off. The length of time away from your job is determined by yourself and the flexibility of your employer. It is not determined by length of tenure.

A sabbatical is an autonomous decision to invest in yourself.

The need for self-development, to discover untapped potential and enhance our skill base are driving us to seek something beyond the working life. We no longer need to see time out and our careers as opposing forces. Instead of viewing long leave as the end of our career, it might be time to re-think our approach to taking sabbaticals. Employers may want to embrace the benefits of encouraging sabbaticals in the workplace when they realise those absent employees may return with more skills and ability than before they left. Quality time out might just be the key to increased professional success, reduced psychological injury, profitability and positive performance cultures.

Sarah is a lateral mentalist providing coaching psychology for two decades focusing on personal development. She works with her clients to build successful futures, speaks at conferences and writes books and blogs on discovering how to improve your life, find happiness and master human skills.

You can contact Sarah by emailing her at hello@sarahgodfrey.com.au