Power of Paradox - Vigilant Resilience
Our paradox last month was Mindful Courage which is especially important to initiate change.
Our paradox this month is Vigilant Resilience which is important for leaders to sustain change.
What is Vigilant Resilience?
Vigilant resilience is a combination of being optimistic while at the same time being able to analyze risks or pitfalls.
Analyzing pitfalls is an especially important behavioral trait for leaders. It is the only trait that appears twice out of the 24 paradoxical Harrison Assessment traits. However, for this trait to not become a weakness, it needs to be balanced by being willing to take mindful risks and optimism.
Otherwise, when analyzing pitfalls is not balanced with these other traits, then the organization can fall into analysis paralysis or be fearful of changing even when change is necessary.
You might be thinking, well some people are naturally more optimistic and see the world with the glass half full and some people tend to be more pessimistic by nature and see the glass as half empty. This may be the case, however, once that natural inclination comes up, you do have a choice in which way you want to continue viewing the situation. Optimism can be learned; it is not simply a feeling or personality trait.
Leaders that have vigilant resilience display realistic optimism. It is important to be realistic. However, you can choose whether you are going to be an optimistic realist or a pessimistic realist. Most of the time the situation we face (“the glass”) is neither completely full nor completely empty but somewhere in between. Acknowledging where the actual line is on the glass is realism. Deciding how you feel and how you are going to behave based on that reality is what differentiates optimists from pessimists.
Using this mental image, instead of thinking about the glass as “half-empty,” think about what you could pour into the glass that might make it better? Maybe you are tired of drinking the water that was in the glass and are ready for some lemonade instead!
What is something that leaders can do to develop realistic optimism?
Let’s start with why it is important for leaders to be optimistic.
Any time an organization is about to implement a major change, people can get nervous or be resistant to change, especially our DiSC type S folks. If you as the leader, are also a type S, this may make it difficult for you to be optimistic if you are feeling some discomfort about the change. As a leader, part of what we need to be able to do is rally the troops and help them get through difficulties. This is much easier to do when we are optimistic rather than pessimistic.
Furthermore, there are many other benefits to optimism for us personally, from lower stress levels to better health outcomes and higher motivation.
If you are naturally optimistic, try to be mindful of those that are more resistant to change. Many of them are not simply naysayers. In some cases, they may have some valid concerns about risks that you, as an optimist, would perhaps rather not think about but need to prepare for. Your optimism can get them excited about the change and sustain momentum until it is established.
For those that are naturally optimistic or pessimistic, putting together a Risk Management Plan when you are dealing with any major initiative to analyze pitfalls. You can read more about this in my previous blog on Mindful Courage.
When challenges arise, as they will in most cases, leaders with vigilant resilience are the ones who will be able to rally their teams together to weather through the storm.
For further reading:
· https://www.verywellmind.com/the-benefits-of-optimism-3144811 to learn more about the benefits of optimism.
· https://www.verywellmind.com/learned-optimism-4174101 for more information on learned optimism.
· If you have more time, you can delve into Learned Optimism by Martin Seligman or read this summary instead https://fourminutebooks.com/learned-optimism-summary/
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