How to Overcome Anxiety

How to Overcome Anxiety

Originally published on www.resiliencei.com and reproduced with permission.
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5 Steps to be Playful in your Life

He dare not come into company for fear he should be misused, disgraced, overshoot himself in gestures or speeches, or be sick; he thinks every man observeth him.

 Robert Burton, 1621, quotes Hippocrates describing a patient.

If you are feeling a little uncertain, uneasy, anxious or worried, you are in good company. We will remember 2020 for fires, Covid-19, floods, hurricanes, moral outrage, and massive job losses. There is little to indicate that we are ‘going back to normal.’

We hear from our clients, colleagues and reputable media that anxiety is the most troubling concern right now. Anxiety is both unpleasant and debilitating. It can range from a very appropriate and necessary recognition of risk to being immobilised in a state of panic.

Depending upon the situation, anxiety can be a life-saving super-power or alternatively, a psychiatric diagnosis of mental illness.

A clear understanding of how anxiety works and practical steps to counter it will guide you back to calm and curious playfulness.

The five steps are:

  1. Name it
  2. Tame it
  3. Breath control
  4. Reframe it
  5. Press PLAY

Understanding Anxiety

A Psychiatric Perspective

Large population surveys show that up to 33.7% of people are affected by an anxiety disorder. The Anxiety and Depression Association of America (ADAA) claims that 18.1% of adults are affected and 25.1% of young people (13 – 18).

An “anxiety disorder” in the DSM-5 is diagnosed by excessive anxiety and worry (difficult to control) occurring most days for six months about a number of events or activities. Symptoms include restlessness (on edge), fatigue, difficulty concentrating, irritability, muscle tension, and sleep disturbance.

Psychiatrists apply a wide range of descriptions including anxiety disorderpanic disorderagoraphobiageneralized anxiety disordersocial anxiety disorderspecific phobiaand separation anxiety disorder.

Treatment is counselling, CBT or anxiety medications. The pharmaceutical market is worth about $7 billion (excluding antidepressants ($18 billion) often prescribed for anxiety).

You cannot die from an anxiety disorder or even a panic attack. However, prolonged anxiety has been shown into increase risk of cardiovascular disease and can make inflammatory disorders such as asthma and rashes worse.

A Biological Perspective

Anxiety is linked to the primary emotion of fear. Fear exists from reptiles through to humans. Fear has been retained in evolution because it increases the chance of living long enough to reproduce. In a dangerous world of predators and deprivation, fear saves lives. It is so important, that the flight reaction is a powerful, automatic reaction to threat.

The flight reaction activates before you can think about it. When the senses detect a threat, the amygdala and hypothalamus fire up the sympathetic nervous system. You are flooded with adrenaline. Blood leaves your brain, skin and gut to power up the leg and butt muscles so that you can run.

Just as an impala might dash off with a whiff of a lion, so you might jump away at the sight of a coiled object in your path. Thinking in humans only happens after the event. Your body, gripped by a surge of fear, may just have saved your life.

At the milder end of the anxiety range, is a sense of doubt or unease. A very mild activation of the fear response leaves you feeling uncomfortable (butterflies), tense (neck and back) and wide-eyed. The experience could be triggered by a creak of a door or even an imagined threat. Either way, it wakes you up, you pay attention and prepare for a threat.

There are two dimensions of anxiety: severity and duration as shown here. A quick surge of fear can alert you to threat and help you focus on mastering the situation (1). But we have to tame the fear in order to be calm, focused and connected to the situation. Too much fear will make us rigid and unable to respond with skill (2).

When fear persists and is experienced as chronic anxiety and persistent worry, it is of no adaptive use (3). Chronic anxiety will undermine your life and health (4). It feels awful, thinking is compromised, and you may find yourself avoiding and procrastinating in the face of challenges you need to address.D

Anxiety can be understood from physical, emotional and mental perspectives.

The body is activated by adrenaline, blood flow changes, muscle tension, breathing, and heart rate. We can experience this as a physical experience. The bodily state is felt as a feeling, or emotion, of fear. This fear can express as unease, wariness, terror or even panic. These are emotions we can learn to label accurately. They can be captured on camera and in voice.

Face of fear

Fear focuses our attention on future threats. You may notice yourself thinking: ‘this could be scary’. That is a useful thought that helps you plan and prepare. However, you may find your mind looping around the same thoughts: ‘this is terrible, what if, this is going to hurt, they will hate me.’ This is worry. It is not helpful. Your mental resources are distracted from the present moment.


The five steps from anxiety to playfulness

Name it

When you experience anxiety in the body, feel it as emotion, or notice it as worry, name the experience immediately. For example: ‘I feel my heart thumping’, ‘I feel fear’, or ‘I am worrying about x. The goal is to make an object of the experience.

If we don’t name it, we become the subject. We feel lost in a whirl of heart thumping, dread, and swirling worries. You feel like you are the flight reaction. Your reptilian brain is in control.

This step puts you in control as the observer. My body is tense. This is a feeling of fear. My mind is caught in a worry loop. You have just put your pre-frontal cortex in control. The reptilian systems immediately deactivate when you name it. Now you have access to conscious perception, judgement, creativity and can choose the best response.

Tame it

Once you name the state, feeling or thought, the experience of anxiety and fear is already reducing. There are many tactics to achieve this. Relax your face, breathe out and pause, massage your neck and shoulders, have a cold shower, sing, gargle or reach out for a hug.

Learn how to focus attention on your body or the flow of your breath. Each time the mind charges off to worry, gently bring it back to the rise and fall of your belly.

There is tremendous power in learning to do this well. I believe every student should be taught these skills early in education. It will be life changing. If you know you can reduce your anxiety with practical steps.

Breath Control

Our most popular blog is “Take a Deep Breath is Bad Advice.” Taking a deep breath, especially if it is through the mouth makes anxiety worse. Rapid, shallow and chesty breathing can combine with breath holding and sighing. These are signs of hyperventilation. You may be breathing 18 times per minute. If you hyperventilate deliberately, you will feel anxiety rise.

To start, lie flat, close your eyes, relax face, body and limbs, and exhale fully. Pause a moment and then inhale through your nose. Aim for ten second breath cycles. My preference is 4 seconds in (1, 2, 3, 4) and 6 seconds out (5, 6, 7, 8, 9, 10). Keep your chest and belly relaxed. Allow your lower ribs and belly to rise and fall as you breathe.

Two or three minutes of this slow, diaphragmatic breathing through the nose has a huge impact. If you can accumulate this sort of breathing for about 8 minutes a day your vagal tone becomes stronger and your brain becomes more focused and agile.

The next step might be to learn and practice a meditation. Try to do this every day even if for just five minutes.

Reframe it

A reframe is consciously and deliberately choosing a different state. You take your body from tense to relaxed. You nudge your feelings from fear to calm. You test the worry with thoughts of hope and opportunity. The concept comes from CBT (cognitive behaviour therapy). You can reframe body, emotion or thought.

The All Blacks use the term ‘comfortable with the uncomfortable’. Ceri Evans (see below) uses the aphorism: ‘Red or blue? Decide! Do!’ Approaching a difficult play, notice the fear (red), step back, step up to focus on the goal (blue) and step into deliberate action.

By practicing these disciplines repeatedly, you can learn to reframe in a split second.

Notice that we are not advocating that you deny feeling. The information is an important message. Use it to quickly reframe your body, emotion and mind into a state that can solve the challenge.

Press PLAY

When you look at memorable learning moments in your life, they are often found where you confronted big and scary challenges. There is nothing more rewarding than finding a way to engage adversity with curiosity and a sense of play. This is what young animals do in play. In play we engage voluntarily with adversity. We chase, we run, we wrestle, and develop the skills to be able to do it under pressure.

  1. Develop a habit of playful engagement. When adversity presents:
  2. Feel the fear and name it
  3. Breath out and relax your body
  4. Step back and up to look around
  5. Say to yourself: ‘this is interesting, there must be 7 ways to play.’
  6. Make a decision
  7. Execute

 As you keep practicing this your attitudes to adversity will change from threat to playful opportunity. As your skills improve, you vagus nerve will myelinate and get stronger. Calm, focused connection becomes easier. You will learn to trust yourself.

Life and its challenges become a playground for adventure.


References:

  • Joseph LeDoux, Anxious, 2015 (a sound neurobiologist)
  • Jean Twenge, i-Gen, 2017 (researcher on young people)
  • Ceri Evans, Perform under Pressure, 2019 (how All Blacks do it)
  • Deb Dana, Polyvagal Exercises for Calm and Connection, 2020 (get it)
How to Master the Top 5 Challenges Facing Leaders Today

How to Master the Top 5 Challenges Facing Leaders Today

Originally published on www.resiliencei.com and reproduced with permission.
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According to a Forbes article published at the onset of the COVID pandemic, people leaders across all industries are facing similar challenges for their teams and themselves. Using the Resilience Institute’s combination of Bounce, Grow, Connect and Flow, leaders and employees alike can learn the essential skills required to thrive in an uncertain and changing environment.

But first, what do Bounce, Grow, Connect and Flow mean when discussing resilience?

The ability to Bounce means to recognise resilience failure and to regain optimal function. In other words, when you aren’t operating at optimal performance, bounce is detecting what is happening and committing to getting yourself back on track.

We Grow when we look after ourselves mentally and physically via self-care, adopting and maintaining positive habits that permeate throughout our personal and professional lives. Ensuring good sleep and a healthy diet helps to give us a positive outlook, which translates into staying calm under pressure, countering negative thoughts and reducing impulsivity.

When we Connect we enter a state of union, be it a physical, emotional, cognitive or spiritual connection. With ourselves, others or even with nature, Connection is a powerful skill in the resilience toolkit that allows us to have heightened emotional intelligence (EQ), empathy and self-awareness.

We enter the Flow state when we have a strong concept of effective, engaging and skilful responses to challenges. In Flow you are “in the zone” and have deep focus, achieving optimal performance and situational agility. Like top athletes who get “into the zone” when competing, the Flow state sees us operating at our peak.

HOW DO I BALANCE BEING AN INSPIRATIONAL AND COMFORTING LEADER WHILE CONTINUING TO PUSH ON PERFORMANCE?

Connect and Flow. It’s essential that your team know and trust that you are empathetic to their individual circumstances, whether you front a team of one or one thousand. Empathy and Emotional Literacy are two facets of connection that all great leaders possess. Combined with Flow, you can practice Situational Awareness and Agility that lead to optimal performance. Some days are harder than others and if your team feels safe knowing that they won’t be punished on difficult days where they aren’t as productive, they will work to make up the productivity on their better days. It’s a balance of give and take, of trust and of Connect and Flow.

HOW CAN I RESPOND TO COUNTLESS QUESTIONS FROM MANAGERS AND FRONTLINE WORKERS WHEN NO CLEAR ANSWERS EXIST?

Bounce. Reduced revenue, reduced working schedules, redundancies. Some industries have been hit harder than others but very few companies have been immune to some sort of reductions. No one can have all the answers but it is possible to instill confidence in others even when you don’t know what’s around the corner. Tactical Calm helps people understand that panic and anxiety are not the only options in uncertain times. Just like how fear can easily spread from one person to the next, so too can calm radiate throughout the team. Even if events do have less than ideal outcomes, Tactical Calm and Bounce show your resilience.

HOW DO I MAINTAIN MY VISIBILITY AND INFLUENCE IN THE ORGANISATION WITH LIMITED INTERACTION OPPORTUNITIES?

Grow and Flow. By adopting a Growth Mindset and building a comprehensive Personal Plan you can be prepared for the interactions and opportunities that arise, regardless of whether they are in person, in a virtual meeting or over email. Just like how if you think of a red car you begin to see red cars everywhere (called the Baader-Meinhof Phenomenon or Frequency Illusion), if you prepare yourself for opportunities, visibility and influence then you start to see those chances arise and confidently step into them.

HOW DO I CONTINUE BUILDING MY PERSONAL BRAND WITHIN THE COMPANY WITHOUT APPEARING SELF-CENTRED?

Flow. By finding your Optimal Performance and understanding Situational Awareness you can continue your personal development while still being empathetic of others. Personal success and emotional intelligence are not at odds with each other but are intricately linked. Equally, by demonstrating an ability to deliver on your objectives during times of turmoil can be an inspiration to others.

HOW CAN I KEEP MY TEAM ENGAGED WHILE WORKING REMOTELY?

Resilience training. Bounce, Grow, Connect and Flow are greater than the sum of their parts and a resilient team is one who collectively works together in all areas. With the right training, entire teams can help each other stay engaged and supported no matter what is thrown at them. What’s more, a team that has collectively gone through resiliency training together can use that common ground to remind and support one another with best practices.

Founded in 2002, The Resilience Institute has been training people and corporations Bounce, Grow, Connect and Flow by bringing together modern preventative medicine, positive psychology, emotional intelligence, and neuroscience. By delivering high impact, practical, evidence-based and integrated Resilience training, clients have built healthier bodies, achieved greater levels of emotional intelligence and have developed stronger minds, bringing their tremendous performance benefits of resilience to work.

Now with an app available on Android, iOS and the web, users can measure, learn and achieve their resilience goals from anywhere. With micro-learning video and audio sessions, daily goal tracker and an AI-powered chatbot, resilience training has never been more available.

How to Lead and Support Remote Work

How to Lead and Support Remote Work

Originally published on www.resiliencei.com and reproduced with permission
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Covid-19 has catapulted us into a strange new world of work. Many of your people are working from home. The initial novelty is wearing off. Business and team leaders wrestle with how to lead and motivate. People leaders wonder how to support people, manage risk and continue learning and development.

A New Reality Presents

Those of us thrust into remote work wrestle with family boundaries, find our daily routines upside down, and discover that sustained self-motivation is tricky indeed. We are confronted with rethinking how home can operate as a workplace. How do we maintain our team connections? How do we engage effectively through virtual meetings? Do we even want to continue to work like this?

Remote work has been creeping up on us with a boom in digital tools. The current crisis has accelerated the transition. As the cost savings to business become clear, remote work is becoming an inevitability. There are significant benefits. Office costs will fall, commuting time and frustration has collapsed, and the call for “work-life balance” has been answered. We are sorting through a messy transition. We are heading into the unknown.

The Risks of Remote Work

We are still coming to terms with the risks. Four present clearly:

  • Most homes are not designed for remote work. We work in bedrooms, try to focus amidst family activities, and negotiate the temptations of the kitchen and Netflix.
  • Our daily rhythms and transitions are upended. One can get lost in the dramas of home life and challenged relationships or sit for hours in front of a screen. Maintaining sleep, exercise, relaxation and work rhythms is even more testing. The discrete breaks of daily commutes, meetings, coffee breaks and office activity are no more.
  • The emotional connection, support and motivation provided by our work community has been replaced by virtual calls. Many feel isolated and lonely. The buzz of the human marketplace cannot be replaced by digital interaction. A sense of meaning will be hard to sustain without the messy physicality of human interaction.
  • The natural interactions of leadership, teaming and coaching as we move in and out of work tasks, have gone. Many remote workers will end up confused, overloaded or misguided. Leaders face deep questions as to how well they are providing direction, support and autonomy. Some may overperform and fatigue. Others may disengage and lose themselves in distractions – or worse.

Immediate challenges for Leadership

  1. What is the role of the business in helping people create productive workspaces at home?
  2. What should leaders do to make sure people are safe, healthy and well?
  3. What is the responsibility of leaders to support productive and resilient life rhythms?
  4. How do we train people for effective virtual presentation, empathy and influence?
  5. How do we rebuild leadership, teaming and coaching in virtual teams?
  6. What will training look like in a virtual and digital environment?

Opening up a laptop at home is the easy part. The hard part will be finding our way through these six questions. As the acute phase of Covid-19 settles, people leaders will need to make time to address and meet these challenges. It is going to be an interesting and creative advance into novelty.

We share offer some early thoughts and support here:

How to beat burnout with a growth mindset

How to beat burnout with a growth mindset

Originally published on www.resiliencei.com and reproduced with permission.
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A search of “burn-out” delivers 485 million results. How strange to be so attached to a word that has no clinical or biological substance. A year ago, the World Health Organisation included “burn-out” as a syndrome resulting from chronic workplace stress. This is an error second only to their mishandling of Covid-19.

First, humans do not burn out. Second, there is a better way to understand the experience of overwhelm so that you can recover, bounce and reconnect with life. Third, the term burnout hurts the person labelled and misleads the experts trying to help you.

Surprised? Bear with me and I think you will drop the term.

Why you can’t burn out

A light bulb, an engine and a fire can burn out. Entropy wins and the system has no further use. It must be replaced. That is a poor analogy for human life.

Humans are self-healing and regenerating systems (negentropy). In fact, under pressure we respond with learning, growth and greater resilience. A recent meta-analysis showed that about half of people (77.3% in one study) experience post traumatic growth after severe traumatic events.

What actually happens when overwhelmed?

Our desire is to be calm, connected, playful and effective in one’s life. In this state, the ventral Vagus nerve is active. We feel safe, trusting, intimate and energised to engage. To have this experience through childhood is a key factor for a good life. We can learn to have more of it.

Sudden or prolonged experiences of threat or pressure cause us to lose this adaptive state. The sympathetic system activates and shuts down the ventral vagus system. This is not a decision you take but rather a reaction deep in your autonomic nervous system. It can be sudden, erupting as a panic attack (flight) or rage (fight). It may also activate slowly as a feeling of anxiety or anger.

These unconscious autonomic reactions are selected when the body feels unsafe or threatened. The old sympathetic system will select cues that your mind may not notice. For example: “are those footsteps of a thief in a dark alley?” or “is he looking at my daughter…?”

The sympathetic system can become unstable and overactive. This is what happens in anxiety and hostility disorders. The first questions asked is if I can run away and avoid the situation (flight, fear or anxiety). If I cannot escape, the system switches to attack (fight, anger or hostility).

These reactions do serve a snake or a mouse in in the jaws of a cat. In humans, it is a huge waste of energy, disables thinking and rarely has any positive effects. In any demanding situation – combat, sport, keynotes, performance – the effect is debilitating.

It can get worse. We call it the freeze reaction. If the threat is so severe that neither flight nor fight are options, we simply immobilise. The old, dorsal vagus activates and we collapse. In extreme situations we may void bladder and bowels, faint or burst into tears. This is common in natural disasters, war and abuse. Blood pressure drops and the human brain is deprived of oxygen.

In a more chronic situation, hope fades, we lose energy, give up and surrender our responsibility. Yes, it feels like being “burned out”. It is hard to distinguish from depression if sustained over weeks. Remember, you did not consciously choose it. Your body activated an ancient reaction to protect you.

Polyvagal theory is being successfully used by hundreds of therapists to show you how to reconnect with and master your autonomic system. Deb Dana’s book (see below) is an excellent start.

Even after severe trauma, in autism, anxiety, depression and hostility, this methodology is changing lives. There are some clear learning steps:

  1. Accurately perceive what is happening in your body
  2. Label and observe the freeze, flight, fight and engage signals
  3. Develop skilful state shifts to move in the right direction
  4. Activate calm, connection, trust, and playfulness
  5. Myelinate your ventral vagus nerve fibres (swim or meditate)

When you feel overwhelmed, remind yourself that your body selected protective immobilisation to keep you safe. Relax, notice, exhale, reconnect and reengage. As your ventral vagus response strengthens, you can leave burnout behind you.

Getting past burnout and fixed mindsets

As we become more familiar with how physiology, body, emotion and mind operate, the concept of burnout becomes redundant. When you say it to yourself you reinforce hopelessness. When experts label you with burnout, you feel broken and permanently damaged.

All too often, burnout leads to grievance and blame. This is absolutely the last thing you need for your recovery.

Burnout is a term that no longer serves us. It locks us into the fixed mindset. With patience, understanding, learning and practice the immobilisation reaction can be mastered with many safe and proven techniques. Therapists, consultants, resilience experts, business and you really can do much better with a growth mindset.

  • Polyvagal Theory Exercises for Safety and Connection, Deb Dana, 2020
  • Lost Connections, Johan Hari, 2018
  • Perform Under Pressure, Ceri Evans, 2019
  • Polyvagal Theory, Stephen Porges, 2012
Disconnected

Disconnected

Sustain the messy, transformative work of real connection.

One day last week, like many of you, I spent fifteen hours on a computer. This included four group webinars (one of which was a hundred faceless people), six Zoom meetings, and the normal transactional activity of small business. Closing my screen at 7pm, I felt strangely discombobulated. It felt tired (mental fatigue), listless, unsatisfied and dissociated. I call it “LIMBO”. I think you have experienced it.

This is a symptom of disrupted connection. 

Most of us have been locked down for six weeks. While a few lucky families and businesses share common space, the rest have to make do with digital communication. These virtual platforms are nothing short of miraculous. They have improved dramatically. We now expect a seamless flow of voice, face and digital gimmicks.

The efficiency gain is stunning. One can deliver a half day intervention with a group at 10% of the cost. Taxis, airports, hotels and endless downtime vaporised for multiple participants. Evaluations can match face-to-face. Three hours delivers the same net revenue as a two-day journey.

Organisations are just beginning to realise how effective and efficient virtual meetings have become. It is almost certain that many of us will continue to work from home and that much of our future communication will be digital and transactional. Training, sales, negotiation, planning and coaching will become predominantly virtual.

Face-to-face connection will reduce dramatically.

For millions of years, primates have evolved as social species. We could only survive the harsh ecosystems in small family groups and tribes with periodic inter-group exchange. We communicated in a physical cocoon of smells, touch, eye contact, grooming, posturing, grunting, seducing and dominating/submitting.

In suits, we follow formal protocols to book a time, place, dress-code and still we are close. We shake hands, gesticulate, and dance with our eyes, expressions, vocal tones and postures. Smell and grooming have dropped into the background but still play out.

Together in space and matter, we connect and transform each other.

On screen, it is very different. If lucky, we have an image large enough to detect eye movement and facial expressions. The concentration required to track this instinctive flow of information is huge. Delays in voice and image create interruptions in flow that trigger doubt, irritation and dismissive judgements. Feedback loops and trust fail.

Digitised on screen we transact deprived of meaning.

From a biological perspective, we are ripping apart the very fabric of what makes us human. We must be cautious, wise and deliberate in mastering this inevitable transition that Covid-19 has thrust into warp speed.

Take special care of intimate relationships.

In family and homes:

  1. Create shared daily rituals – meals, walks, games and conversations
  2. Share your daily work plan and respect each other’s workspace
  3. Make time for close, physical and intimate greetings – hug, listen, play
  4. Be tolerant, generous and quick to apologise when boundaries are crossed

In close friendship and work circles:

  1. Maintain your regular digital connections
  2. Meet fortnightly for a walk, ‘distance-compliant’ coffee or park-side chat

In digital transactions:

  1. Take at least 10 minutes to prepare for a call – rest, plan, anticipate
  2. Dress well and present yourself with good posture and comfortable surrounds
  3. Make sure your camera catches your face at eye height
  4. Check your appearance and surroundings before each call
  5. Keep your eyes steady and focused close to the camera
  6. Maintain good posture and breathe slowly through the nose
  7. Instead of interruption raise your hand for a speaking opportunity
  8. Train yourself in facial expression recognition (www.paulekman.com)
  9. Speak clearly and get to the point. Use stories.

Digital business is in the ascendant. We must adapt if we are to take advantage of this incredible opportunity. Remember that it is primarily transactional communication.

Do not forget the critical – albeit messy – connections required to give meaning, context and fulfilment to our lives.

Leadership in Crisis

Leadership in Crisis

Deep Leadership Skills for Leaders and Senior Teams

Rarely do we encounter times when deep leadership is so critical. The world and its operating systems are thrown into a volatile, uncertain, complex and ambiguous (VUCA) crucible. Leadership is deeply challenged. In time, history will create stories of who failed and who prevailed. For now, the playbook is disrupted. Novelty beckons.

We have been challenged by our clients to help shape leadership beyond physiology. Resilience is the learned and practiced ability to bounce, grow, connect and flow. Let’s turn this upside down and start with flow as the ability to match the right skills to unpredictable – or VUCA – challenges. Skilful action will be the measure of good leadership.

Resilient leadership will be judged by action. These deep skills need practice.

 

How the Resilience Spiral supports Deep Leadership

What is important enough to get up and fight for?

Fight (courage/will to prevail/purpose)

Alexia Michiels, colleague in Europe suggested adding this one. Thank you. Without the will to prevail, there is no leadership. This is the drama of heroic journeys. Broken and humbled against impossible odds, the hero/heroine remembers why, finds the will to get up and does battle.

The first step is to decide what matters. What will you surrender and what will you fight for. These are not trivial choices. Is it your wealth or your family? Is it your employees or your shareholders? Customers or the planet? Will you protect your old business model or pivot to a digital or sustainable model?

Perhaps once in a lifetime, a crisis comes along that shapes the next generation. This is one of them. Take time to articulate clearly what you will fight for. Define why and how it matters. Welcome the risk of failure. Summon your courage. Get up and fight for it.

Do this and you are already amongst the elite.

Scenario visualisation

The second step is to visualise alternate outcomes clearly. Will the Covid-19 response be followed by a V (rapid recovery), W (second or multiple setbacks), U (long downturn) or L (multi-year depression) shaped economics? How will political systems interact with the economic and social strains? BCG has an excellent article here on scenarios.

The outcomes are very different. There is no certainty. Leaders have to be able to see the probability of alternate scenarios and to create a working plan for each one.

Altruism

In distress, our capacity for empathy collapses. We are biased to self-interest. History will judge narcissistic leaders poorly. More critical, the only way through this situation will be through collaboration. A big heart and disciplined empathy are essential. Be as physically present as possible. Seek to detect and share the emotions felt. Explore and acknowledge different perspectives. Leaders have to demonstrate genuine care and compassion even when their actions cause suffering.

Situational Agility

Elite forces are drilled in the practice of rapid, agile and effective response to chaos. Many leaders today are drilled in routine processes. This is the most serious risk to leadership right now. Leaders have to recognise and counter the freeze, fight and flight reactions.

In FREEZE, thought, emotion and physiology are too disrupted to comprehend reality. Action becomes impossible. In FIGHT, anger drives blame, reactive attacks and irrational action. In FLIGHT, fear prohibits thinking and action. Procrastination and doubt destroy agile, focused action. Name them. Tame them. Reframe them.

Tactical calm is a real-time practice to counter these reactions, relax, look around, see the next step and execute a disciplined response fast. Plan for the possible, maintain a clear mind and emotional resilience. Thus, you see yourself clearly and comprehend an unpredictable chain of events.

Feel the discomfort, relax, look around, decide and execute.

Decisiveness

Calm, quick and clear decisions are essential. Leaders will make mistakes. Absorb, learn, reassess and decide again. The best decisions require system 2 thinking. It is expensive, slow and deliberate. In crisis and chaos, it cannot be relied upon. First, rehearse and plan for the possible decisions in the scenario planning phase. Drill these decisions, the communications, and the execution in executive rehearsals.

Second, when confronted by a challenge, use this practice to feel the right decision using system 1 (more feeling than thinking). It cheap, rapid and instinctive. If you practice this – just like soldiers do in fire-fights – your decisions will serve. If you don’t practice system 1 will lead to freeze, fight and flight.

Ok team, so if this happens next week, what is the decision? How will we communicate? What are the execution steps? Clear? Now, let’s practice!

Language: realistic, optimistic and practical

“This is a clusterf*ck!” True, reflects your distress and cool. When this comes from a leader it is destructive. Before you let the first reaction out, reflect and consider the most skilful way to express it. “This is a complex, messy crisis” (realistic). “Opportunities will present” (optimistic). “Call your top 10 clients and check on how they are going” (practical).

“I am stressed out / over this / tired!” Maybe true but you have seeded a contagion of doubt. Try: “This is tough to deal with well” (realistic). “Focus on what you can achieve” (optimistic). “Take time with your family and look after yourself” (practical).

What you say and do is the core of conscious leadership. Manage your thoughts very carefully. Think through what they would sound like to others. What impact might they have. How can I think this through better? Realistic? Optimistic? Practical?

Take time to explain the importance of thinking and language to your team. Agree on the language you will use with direct reports, suppliers and customers.

Self Discipline

These critical skills are neither consistent nor sustainable if you cannot manage your own physiological foundations. Worse, if you try to develop them when your resilience is compromised you get poor results. The wisdom, awareness, altruism, creative thinking, decisiveness and optimism are simply not available if you cannot secure your sleep, fitness, relaxation, constructive daily rhythms and recovery time.

In summary, what skills will meet extraordinary challenges. Seek expertise in flow. Connect with meaning and collaborate with others. Grow your leadership skills. Prepare for repeated, rapid bounce.

Our current research report on 7,473 senior leaders and professionals and what defines the most resilient leaders. The numbers are percentage of answers “very often” and “nearly always”

What the most vs least resilient 10% of clients pay serious attention to:

STRENGTH FACTORS TOP BOTTOM
Fulfilment 90 1
Focus 94 5
Presence 95 8
Bounce 89 4
Integrity 96 14
Decisiveness 94 13
Optimism 92 13
Purpose 88 10
Flow 90 12

What the top 10% restrain with diligence:

RISK FACTORS TOP BOTTOM
Worry 1 66
Fatigue 0 65
Self-critical 13 76
Rumination 0 58
Hypervigilance 2 52
Angst 1 51
Apathy 0 50
Insomnia 12 50
Intensity 5 53