Resilience as success of the 21. century
The changes described in the first part require companies and, as companies are prehanging, employees and executives, of these unprecedented agility, resilience and adaptability to changing conditions.
Companies like Nokia, Motorola and perhaps soon Microsoft are examples of organizations that have not succeeded in this adaptation. Just a few years ago they were the kings in their market to fight today for survival.
Resiliente employees, resiliente executives, resiliente companies
It is precisely for these reasons that the term "psychological resilience" is becoming more and more important, as resilience is interpreted as the human ability to deal with setbacks, changes and uncertainties.
Highly resilient people have the ability to remain calm and purposeful even during challenging situations and to do what they need to do with a lot of consistency, realistic optimism and self-confidence.
The Big 5 as a personality profile
Science shows us here that highly resilient people have a specific personality profile based on the "Big 5" (Extraversion, Openness, Conscientiousness, Compatibility and Neuroticism).
They have a slight tendency to extraversion, are open to new experiences, do their tasks disciplined and with a high goal orientation, are compatible and empathic in dealing with other people.
They also have low values in the area of neurotizimus, are thus less susceptible to neurotic and therefore psychological disorders and are emotionally stable. They affect other people, above all, one thing: let them go.
Mental disorders are less common in stressed people
The phenomenon of increased absenteeism and occupational disabilities due to psychological illnesses described at the beginning thus occurs less frequently.
This is also confirmed by scientific studies that show the highly-resilient people report less psychosomatic complaints and burn-out symptoms, than little-resiliente humans.
Resiliency can be measured and developed
Accordingly, it may be hypothesized that companies that have a large number of highly resilient employees and executives will now and in the future be characterized by being able to react more agilely to changes in the business world.
Because resilience can be measured, it also means that organizations need to pay more attention to the resilience of the people they hire when selecting their employees and leaders, in addition to technical skills.
What companies need to do
However, as personal resilience can be further developed, this also means that companies, and some are already doing so, should offer their employees specific training and coaching.
Another consequence, which should not be underestimated, also affects the culture and especially the leadership culture of organizations. High-resilience people are not only distinguished by their goal-oriented approach to change.
In addition, they are also self-confident and "self-effective" people who need appropriate freedom and freedom of design in their work. An organization that has a more authoritarian and less "empowering" style of leadership will not be able to hold these people.
Highly resilient employees and executives are exactly the profile organizations need because of the rapidly changing business world. They approach changes optimistic, confident, empathic and "intelligent". They are accordingly able to bring tremendous value to any organization. But only if you let them.
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