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Wendell Ramada | Internal Communications Manager | everis Americas

Resilient Management, the best training in the world

With the increasingly competitive market, where new players are becoming more efficient and the demands for results keep increasing, it is essential that companies look for ways that will lead their teams to excel performance. In an increasingly dynamic and volatile world, it’s natural for professionals to deal with the most diverse situations throughout their day.

Therefore it is essential that professionals seek to become increasingly resilient, and it is also the organization’s role to seek and offer these professionals the necessary means for this learning to happen.

It is clear that companies are increasingly concerned with training and developing their employees, enriching their human capital. But little is investigated whether this new knowledge is really being absorbed by the team and integrated into behavior to direct the professional routine to the goals set by the initial proposition.

With this in mind, the people management areas, in partnership with training companies, are working to improve their internal courses, investing deeper today, through experiential training, experiences, immersion dynamics, and all the best that an isolated course could offer. However, all this knowledge perishes when not put into practice.

By deliberating, we will find that the best training in the world is still the manager’s example. We are programmed and programmable beings, because the human brain works under programming and conditioning, especially under the image association. And the most present form of image association in our lives, from the day we were born, is what we call mirroring.

You may have heard of mirroring as a Rapport technique in order to bond and empathize with someone. The principle is basically the same, but the mirroring we refer to here is much bigger and deeper than that.

Let’s look at the example of a family. Usually we see children adopting behaviors, mannerisms and even habits that parents usually have, almost naturally. Of course we can say that genetics have a strong influence on this role, but it could not be just that, otherwise we would be robots with calculated behavior. And we are not. Children watch their parents, sometimes consciously, but mostly unconsciously, mirroring them. That is, they reflect and imitate exactly the behaviror or what parents are doing.

If we go back to the corporate world, especially in Latin countries, where culture is naturally paternalistic, the question remains: what is the impact of a manager on the behavior of a team member? And the answer is: TOTAL impact!

This is for any example of activity or skill development, but when it comes to resilience, this aspect becomes more relevant as it is one of the most difficult soft skills to teach. Resilience is one of the most practical abstract skills in existence, which makes it so complex. Therefore, resilient management is a big and attractive challenge for those who seek excellence in their teams.

But after all, how do we create more resilient teams? One answer is simple: with more resilient managers.

First of all, the manager needs to be, or learn to be, a resilient professional. Put this skill into practice by mirroring and conditioning your team. Leading is inspiring and it also includes coordinating team work. What would coordinate work be without conditioning and ordering activities? Conditioning means rewarding or reinforcing what is right and/or redirecting what is wrong to the right path effectively.

What about resilience? What does it mean? Resilience in this case means the ability of people to adapt or cope with sudden changes or situations of difficulty and stress without submitting or giving in to pressures and adversity. Resilience means elasticity, and in physics it is “the property of some bodies to return to their original shape after undergoing elastic deformation.” That is, a resilient professional is one who has the ability to maintain a clear vision, even in the face of adverse situations, stress, or extreme pressure, without being shaken by it and usually knowing how to deal with them. It is having the ability to know how to deal with the unforeseen events of everyday life without desperation. This applies not only to adverse times and situations, but also to success.

Resilient professionals are “good winners,” who make no mistake about victory’s comfort or brightness, but use achievement as inspiration, learning, and fuel for their next steps and projects.

Want to have a resilient team, strong in the face of adversity and conscious in the face of victories? Be a resilient leader. This will be the best training and one of the best legacies to leave for your team members.

Show in your example the calm in the midst of the storm, the vision above the problems, the abstraction and dissociation from the scenario initially posed. Be humble and grateful before successes. Remember that it must always be shared (especially with your own team and related people) to be perennial and sustainable. But especially to let everyone know that this success, like the storm, is fleeting, but that learning and growth will be part of everyone’s life. Just know how this will be part of your career.

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