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What is Leadership Resilience?

“Success is going from failure to failure without losing your enthusiasm.” – Winston Churchill

Leadership resilience is the quality that allows leadership to view failures as mere kinks in the road rather than roadblocks. 

Resilient leaders see setbacks as something that can be recovered from with haste and minimal drama. 

And crucially, they’re setbacks are seen as something that can be learnt from. In that way, the setbacks achieve some positive value. 

They become fuel for growth rather than something that depletes the mission.

Leadership resilience resists the natural pull to batten down the hatches and narrow the vision when the big challenges loom. In fact, when the going gets tough, leadership resilience enables us to hold firm to the belief that in turbulent times, our choices matter more than ever, and any opportunities we can spot in harsh conditions act like stepping stones through the mire.

When in the face of uncertainty, leadership resilience gives us the ability to keep moving on  – maybe slowly, but steadily – one opportunity, one thoughtful choice, one stepping stone at a time. 

It doesn’t matter if the stepping stone in front of us is the only one we can see through the fog of an ambiguous situation. We take the step, confident in the belief that further choices and opportunities lie ahead, even if we can’t see them yet. 

With every step taken, leadership resilience demands that we seek feedback, check out the progress and keep challenging our own assumptions. That way, we can believe in our ability to keep re-orienting ourselves and those we lead towards success, even in the fog of ambiguity.

If we were to break this stepping-stones-in-the-fog type analogy of what leadership resilience is into 4 key attributes of resilient leaders, they’d be this:

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The ability to powerfully convey the belief to those we’re leading that progress is possible and opportunities keep emerging in high-challenge situations,is an important one. Communicating that if only we keep a sharp eye on where all our choices lie and bring everything we have to bear on the quality of the choices we make, we will be closer to achieving our goals. 

The ability to keep communicating intentions and direction of travel to others is also key.


As Yoda once said: “Do. Or do not. There is no try.” 

Taking bold action, testing ideas, trying new things… These are all essential attributes of leadership resilience. 

Passive, or worse, indecisive leadership only models a sense of helplessness for those we seek to lead through choppy waters. 

Not being action-oriented erodes resilience. 

A useful, upside down way of looking at this is: act the way you want the people you lead to act in a crisis. 


Check yourself before you wreck yourself! 

The readiness to experiment and take action needs to be supported by leaders’ willingness to honestly reflect on and assess the success of the actions that they take.  

Leaders who invite feedback make fewer mistakes and they model a reflective culture that will drive up the performance of all.  

Relationship building: 

There can be no leader without followers and leadership resilience only works if we can bring people with us and help them to unlock their own resilience on the journey. 

Getting to know the people we lead, beyond their role, understanding what matters to them, and taking an interest in how you, as a leader, can support their development helps to build the trust that having ‘followability’ requires.  

By modelling all of these attributes, being a resilient leader gives us the power to confidently (but carefully) keep moving forward – even in poor visibility.

The ability to bring everyone along with us as we go and the knowledge we need to keep pushing onward in the direction of success is resilience in action. If leaders can actively learn from feedback and failure and keep their eyes open to the stepping stones of choice and opportunity, the’re leading with resilience. 

Do you want more resilient staff? Talk to us now about our resilience training.

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Take a look at this photo.

What is interesting about the photo is that it is not actually a photo. It is an acrylic painting with a realism that beggars belief: Big Self Portrait by Chuck Close.

What is also interesting about the painting is his artistic method and what it has to teach us about achieving excellence in our own professional or personal life.

Using a photograph as a guide, he adopted a technique employed in a lot of Renaissance artwork. He placed a numbered and lettered grid over the photo – thousands of pixel-like squares – to recreate the picture one square at a time. When you are looking at his Big Self Portrait all you are actually looking at is a precise mosaic of simple black, white and grey squares.

How does this apply to to us, and to excellence?

Big, magnificent, shimmering excellence, if you look closely at it, is nothing more that a carefully arranged mosaic of precise, simple actions. And by precise, I mean actions that are taken with intention, with a clear final goal in sight. Chuck Close’s intention was to perfectly replicate his photographic image, and this determined which exact paint shade he chose to use to fill in his very first square with, out of an array of possible shades that he could have applied. Then he chose which shade to use for the next square, and the next one and the next. Applying choice informed by intention to every single one.

So the science of the art of excellence is sublime in its simplicity. There’s just three parts to it.

1) Being extremely clear on your goal. What will excellence look like once you’ve achieved it?

2) Treating your time more like the way Chuck Close treats a canvas, i.e. like a precious resource out of which there is the potential to create something excellent.

3) Focussing on the very, many, very small choices for action that every day presents, and applying more intention to actions you choose, always with the end goal in mind.

For example when I am on a roll, I somehow manage to drag myself to the gym down the road and run 5k every weekday morning. I do it because I know I’m happier and work better that way and I feel pleased with myself when I do this. But! After thinking how I could take more of a ‘Chuck Close’ approach to excellence, I realised that the 45 minutes I spend running, is actually still in some ways an empty square I could be doing something with. So now instead of suffering the cheesy gym workout music they pump out, or even listening to my own tunes, I put in my earphones, harness the wonder of YouTube and learn a huge amount of useful stuff that I can apply to my work goals during that time on the treadmill.

45 minutes per weekday morning multiplied by 52 weeks is 195 hours of learning every year. That’s a third of a postgraduate certificate. It sets myself at a considerable advantage against the theoretical me who inhabits the parallel universe where I am still not making that particular intentional choice.

And the real beauty of it is that it is such a tiny adjustment, such an imperceptible choice that has been exercised that it doesn’t feel like any effort or work.

Getting better, inching towards excellence is, it turns out, as simple as 1,2,3.

If you want to hear about the resilience training we offer, start by watching our one minute video order provigil australia, it will give you a preview of what our Resilience training explores. Any questions? You can click here to buy provigil usa.