Imagine your team in a meeting with a consultant is pitching a wellbeing solution. The consultant may be a doctor, nurse, psychologist, neuroscientist or lay person. They will present what they think is “wellbeing”, “resilience”, “psychological safety”, “mental health” or many other labels. Seldom do they define what they mean.
What would you hear in the minds of your team?
Health & Safety Rep: “This might protect people from covid-19.”
Human Resources: “This can help us reduce virtual work stress issues.”
Training manager: “So this is psychological safety”
Operations manager: “Let’s toughen up our non-performers.”
CFO: “We are already spending $2,000 a month on ‘health’ insurance.”
CEO: “This has nothing to do with business performance, but we need to reassure the board on mental health.”
We have little insight into how people process the concept. The focus might be depression, anxiety, bullying, keto diets, exercise, sleep, stress, resilience, emotional intelligence or mental skills. The problem is compounded by a confused research agenda and limited research on the business benefit (ROI).
Here is an approach that has helped us make sense of this confusing topic. Our recommendation is that service providers and leaders take some time to clarify their thinking and communication. There are many legitimate explanations.
The goal is to encourage you to be clear in your thinking and precise in the language you use. Most importantly define the meaning of the words you use.
Sick, Healthy or Well
We operate in a massive, interconnected and reinforcing crisis that is in effect aSICKNESS SYSTEM. The way we live our lives, the products we sell to each other, and distress (physical, emotional and mental) we tolerate make us sick. Preventable diseases – specifically heart disease, diabetes, obesity, anxiety and depression – continue to increase globally crushing the lives of individuals, compromising productivity, and costing us all a fortune.
Unfortunately, the players in the sickness system benefit from more disease and desperation. Industries behind insurance, cure provision, drugs, alcohol, tobacco, guns and administrators have little interest in reform. Globally it is predicted to be worth USD $8.8 trillion in 2021.
Health is perhaps the absence of disease. We have the knowledge and tools to prevent about 75% of disease – physical, emotional and mental. If we successfully prevent disease, we have aHEALTHCARE SYSTEM. We spend less than 3% of our health budgets on prevention.
WELLBEINGis a state of physical, emotional (and social), mental, and spiritual vitality. Life is aligned and feels good. Energy (physical), pleasure (emotional) and realistic optimism (mental) are abundant. Even when we are unwell or suffer serious setback, we are able to access our wellbeing to bounce forward and continue our growth and connection –RESILIENCE.
How to reduce confusion, paradox and conflict?
Be clear as to whether you mean sickness care, health care or wellbeing (or resilience). For example, New Zealand made quite a show of launching a wellbeing budget of NZD $500 million and promptly dumped it all into treating mental illness. Lipstick on a pig. In the US, sickness is so expensive to treat that people will compromise on their careers, entrepreneurship and wellbeing to secure insurance. With employers spending $2,000 a month on “sickness” insurance, it is no wonder they baulk at spending $5 a month on a proven wellbeing or resilience programme.
Develop a coherent concept to embrace a proposed solution. Don’t be seduced by simple, part solutions. Mature employers now have multiple operating solutions – mental health, safety, health, insurance, wellbeing, mindfulness, EQ, mental skills, resilience, EAP, sleep, and engagement. This is expensive, confusing and de-motivating. Each one has its own language, budgets and territorial owners.
Be precise on whether you are mitigating risk – depression, anxiety, substance abuse, diabetes or high blood pressure – or building strengths – fitness, sleep benefits, clarity under pressure, emotional agility, empathy or mental skills. Define the costs and the benefits to the people involved and the business. For example, sleep disturbance is estimated to cost business ~ USD $2,000 per person per year. Can you show evidence of how the intervention will improve sleep – say 25% – and demonstrate how that would save $500 per person per year.
Articulate clearly where responsibility lies. Views are split between total individual responsibility and total employer responsibility. This is not helpful. It is always a shared responsibility. Both individual and employer have a duty of care. Be precise about what you expect from individuals and what you are prepared to contribute as an organisation.
This trap that can cause conflict. Take depression for example. You promote positivity or mental skills (CBT) which have good evidence. A depressed individual has been told that it is an imbalance of chemicals caused by genetics and that the only solution is anti-depressant medication. Then you get a grievance that your bullying triggered the depression. Messy!
Be sensitive to physical, emotional, mental and spiritual perspectives. We are moving into a biological age where objective signs (blood tests or brain scans) are being matched to physical, emotional and mental experiences.
Take anxiety for example. It is described as a mental illness, yet nothing is seen on brain scans. We observe clearly the presence of excess and persisting fear emotions. We also observe that heart rate, blood pressure, adrenaline and cortisol have increased. From a biological perspective, anxiety is a sustained flight reaction. It is a physical state of being. Should we treat with a potent anxiolytic medicine or teach the person to breathe slowly?
Psychologists in particular must watch for thinking traps and be precise. No-one has yet seen a psyche. If our approach and investment in mental illness was sound, mental illness would be in decline, not accelerating.
Spiritual wellbeing must be handled gently. Perceptions are most diverse here and a challenge can be taken seriously.
Finally, there are no quick solutions. An app, webinar or workshop will not solve the problem. Preventing sickness and building wellbeing (or resilience) take years of deliberate attention, practice and reinforcement. The medical paradigm lets us believe that the drug, the surgery or the procedure will solve the problem.
Just as you continuously invest in improving your logistics or digital marketing, so health, wellbeing and resilience is an ongoing journey. Clear definitions, precise language, integration of concepts, patience and tenacity can truly transform your people, your culture, your brand and your productivity.
«Nous admirons avec étonnement ceux qui semblent toujours forts, ceux qui traitent les adversités comme des opportunités, qui se relèvent après une chute et deviennent encore meilleurs qu’avant. Nous nous demandons comment ils font, quel superpouvoirils possèdent que nous ne semblons pas avoir.
Lors de mon coaching, j’ai appris qu’il ne s’agit pas de superspouvoirs mais d’une série de petites choses qui nous sont facilement accessibles. Il ne s’agit pas tant d’être toujours plus fort mais de rester toujours fidèle à soi-même. Il ne s’agit pas de garder le sourire lorsque les choses deviennent difficiles, mais d’utiliser des stratégies pour se concentrer sur ce qui fonctionne bien et l’utiliser comme guide. Il ne s’agit pas de peur mais de confiance. Il s’agit d’un esprit sain dans un corps sain. Il s’agit d’être conscient, de reconnaître les signaux d’alerte et de développer des stratégies pour répondre à ces signaux, avec de nouvelles habitudes et beaucoup d’énergie. »
Cela reflète bien ce que nous entendons par Résilience. Au Resilience Institute Europe, nous définissons la Résilience comme la capacité à naviguer à travers les hauts et les bas de la vie avec plus d’aisance et plus de succès. Il ne s’agit pas d’être en permanence au sommet. Il s’agit d’être flexible.
La Résilience est une compétence que nous pouvons apprendre et cultiver. La Résilience est la capacité acquise à faire preuve de rebond, à grandir à travers les défis, à se réaliser et à construire des liens solides. Il s’agit d’être totalement humain, de mobiliser toutes nos ressources – corps, cœur, mental et esprit – pour avoir un impact positif sur soi, sur les autres et sur l’environnement.
La Résilience n’est donc pas une armure; la Résilience fournit un cadre pour naviguer dans un monde exigeant. Une personne résiliente décompose les défis de la vie en tâches réalisables et s’engage avec tout son être, jouant dynamiquement sur ses forces et mettant en pratique de bonnes habitudes pour s’épanouir.
Dans un monde où le progrès technologique rend de plus en plus rapidement obsolètes les compétences techniques, les leaders sont souvent appréciés pour leurs qualités humaines. Mais comment les cultiver ?
Coach professionnelle, auteure et cofondatrice du « Resilience Insitute Europe », Alexia Michiels nous invite à développer notre résilience. En physique, la résilience décrit la résistance des matériaux aux chocs. Le terme a été repris en thérapie, puis en coaching, pour parler de la capacité à résister aux bouleversements de la vie.
Loin d’être une simple pratique du bien être, la résilience vise à nous préparer à faire face aux difficultés qui peuvent advenir, en développant des assises solides qui intègrent le corps, le cœur, le mental et l’esprit. En ce faisant, on développe aussi la capacité d’avoir un impact positif dans la vie des autres.
Écoutez dès à présent notre conversation avec Alexia et découvrez des clefs pour cultiver votre propre résilience.
With a professor-of-paediatrics-dad, a psychiatric-social-worker-mum, two competitive brothers, special forces, triathlon, ocean swims, surfski racing, medicine and an MBA, resilience promised to be an easy gig.
While engaging and fulfilling, it’s been a long, complex and difficult road. We have helped tens of thousands of people and many businesses. Evolution has been slow. It has been maddeningly difficult to scale what should be a very good business.
In the early days, my family and medical colleagues thought I had lost it. Executives considered me very strange. Why on earth would you try to build resilience when it was genetic? Surely, it is not our role to fiddle in the personal affairs of our employee’s health, suffering, emotions and thoughts? Why prevent disease when you can get very rich treating it?
Today, “resilience” along with a bewildering list of synonyms is a core topic in parenting, education, business, NGOs, governments, infrastructure, ecosystems and sport. Billions are being invested in new ventures. It is a celebrity feeding frenzy dosed with gurus, placebos, and scams amidst true experts.
This reflection on history from my perspective explores the big challenges, important foundations for success, the science and evidence, mistakes, and how the future might look.
He introduced the role of resilience in leading change. The idea was not new. My parents were pioneers using medicine to shape better lives. Sport taught me the disciplines of expertise. Special forces demonstrated the incredible depth of human will. Sports medicine framed it in modern science. My spin on the idea was simple:
“Can we use business and organisations to develop the capacities of excellence in more communities?”
At the time health insurers had studied the impact of simple physical wellbeing programs. Foundations were being established. A good program included leadership engagement, health risk assessment and relevant lifestyle education. The early studies showed:
Health risk factors could be reduced
Sickness events and costs reduced
Staff turnover reduced
Morale and productivity improved
In a nutshell, health status improved, sickness care costs reduced, and the organisation was getting a positive ROI. Studies showed that an organisation could expect a net present value of $2 to $3 for every $1 invested. This was the US market with double the health costs of most developed economies. In a public funded health system, the incentives for organisations to manage health risk are limited.
In 1989, we were developing simple health risk assessments and basic workshops in health risk management, exercise and nutrition. In 1992, I built my first healthcheck to be completed electronically. Early adopters were definitely interested but mostly these were senior executives and professionals.
When a client asked me to include “stress management” with an executive health program. I discovered Merv Dickinson (with a PhD in leadership psychology). We designed interventions to grow self-awareness and self-mastery skills and kicked off a partnership in executive leadership development.
This was a transformative time for me. Merv mentored me into the world of emotions, mind and spirit and how to facilitate leadership teams. Our first resilience programs were up and running. Enlightened business was interested.
After an MBA and five years of an executive health clinic, I was finally ready to launch the Resilience Institute. The intention was clear. Engage leaders, run quality health assessments and provide evidence-based and motivational workshops to encourage behaviour change. And we got it. We could show that various physical, emotional and mental measures and experiences changed positively. There was a positive buzz in our engagements.
At the time and through most of 2000 to 2010 there was little competition. We had a free run. The market was tiny. The concept was peripheral at best. It proved tough to create a viable business. However, it was a productive period. We completed healthchecks on thousands of people, ran hundreds of workshops, pioneered the concept into Australia. Data became important and we learned to collect and present health and resilience data while respecting privacy and security.
Emotional Intelligence, Neurobiology and the Resilience concept matured. I trained with Daniel Goleman and then Andrew Shatte, learning how to assess and coach the emotional and cognitive aspects. We formed small teams with our colleagues in Australia, Europe, Singapore and the UK.
We slowly increased our reputation and impact in a number of global organisations. Clients like PwC, GE, AXA, and various Banks teamed with us and pushed our development.
Then in 2014, I realised we had to digitise further. Training was going to digitise, and the world of Apps was expanding. We had to expand from simple online digital assessments. The next period was really interesting. We ran a series of psychometrics and analytics on our assessments, experimented with new platforms, recorded all our workshops into short micro-training videos, considered how to build tracking and artificial intelligence into the platform. Our Resilience App was born.
At the same time, the rest of the world sprang to life. Resilience became mainstream. Organisations sought it out. Entrepreneurs, scientists and celebrities rushed to start businesses to make money while doing good. The variability is enormous from overnight charlatans to super-credible, deep specialists providing expert solutions.
As I write, hundreds of start-ups are investing billions in establishing solutions. There are already 10,000 apps in the market offering various self-improvement options. Many established businesses such as consulting firms have become ‘experts’. Your accountant may have become your psychiatrist. Consultants have resilience on their calling card for good measure. It is a chaotic time. As a provider, organisational buyer or individual consumer it is messy.
Resilience today is where Logistics was in World War 2. The challenge is to integrate a vast number of interacting and moving parts. Each part has specialists protecting their domains and striving to dominate the solution. Will it be the sports scientists, psychologists, neurobiologists, doctors, coaches, tech giants, or the big four?
Our first challenge is to define, clarify and simplify language. Wellness means many different things and depression can be addressed with multiple approaches. What are we buying? Wellness, mental health, wellbeing, well-being, emotional intelligence, mental skills, stress mastery, peak performance or medical services.
Two axes are required to make sense of both the need and the required solution. The vertical axis attends to level of function from a diagnosis of disease to an example of excellence. The horizontal axis helps define the territory. Quickly examining your understanding and testing where you might move the solutions will uncover confusion.
Providers, purchasers and research would benefit from clarity.
Our second challenge is to integrate the concepts in a realistic, evidence-based and practical framework. This requires respect for each of the fields involved. While defending the boundaries we have to be flexible and generous. A psychologist might wish that CBT is the only solution to depression. With wisdom and flexibility, they might acknowledge that sleep, fitness, connections, breath training or medication may work better for some clients.
Our Diagnostic and Development model seeks to define the level of function and the options available to focus attention. Even experts suffer from mental illness and those who are sick can benefit from non-medical interventions. Some of us view the world through a more physical lens while others prefer emotions, mind or spirit.
There are many paths to resilience. To be a good coach, trainer or consultant is to recognise the perspective of the client and adjust the options you present in a language they can connect with. A good framework and basic training in the different disciplines will help us move more people in a positive direction.
While any assessment might be helpful to increase self-awareness, we can do better. For the reasons above, a good assessment must be evidence-based, integral and practical. Most are based on one framework (say, CBT), one level of function (depression), and only one level of resilience (mental or emotional). Many psychological assessments are built on theories and tests with paid students. They don’t always translate to other communities.
The right assessment has to be clear, simple, the right length, reliable and valid. This takes years of psychometrics with different populations, experiments with reporting, and evaluating the impact of interventions. The web and apps have transformed our ability to run such assessments, but people will only complete them if they are compelling.
Wearable technology allows us to add objective measures such as steps, heart rate, sleep, heart rate variability, and even blood pressure. Combined with subjective answers, we are moving toward much more powerful assessment tools. We may well get to the point of having a panel of measures that could align:
Mental: focus time, switching, idea generation, situational agility.
Evidence for Resilience
Decisions on investment are driven from three perspectives. One is the organisation (and leaders) who believe it is the right thing to do. They value their people, want to reduce suffering, ideally increase wellbeing and performance, and be a good employer. They trust that it works and want a credible provider. Their people engage whole-heartedly.
The second is based on economics. This organisation (and leaders) ask what return the organisation will get from the investment. They want to know what costs will reduce and what benefits will accrue in dollars. If they cannot see a financial return, the state of their people is not their concern. They are not in the market. Their employees need help.
The third is based on fear. This is why safety and mental health are such lucrative services. The organisation (and leaders) are terrified of risk and being punished. They want to know what risks they face and must be seen to be mitigating these risks with an expensive report. They tend to gravitate to the bottom of the spiral and may end up spending significant resources mitigating risk that exists in a very small number of people. The rest run for the exit.
Ideally, a good resilience solution addresses all three needs. Organisations must understand and mitigate risk, improve the function and productivity of people, and seek to be a good employer. It is our duty as professionals to demonstrate the effectiveness of an investment in resilience and the potential ROI. It is difficult, expensive and time-consuming. Solutions have to bring an evidence-based, integral framework, measure with an effective assessment, provide a comprehensive dashboard, offer both face-to-face and digital engagement options, set meaningful goals and follow up with reassessments.
There is good evidence that resilience initiatives deliverresults. Many still focus on single factor gains such as health improvement, positivity or optimism. We have been able to show that resilience as a whole improves, each of the 11 categories improve and every one of the 60 factors improves in the post training assessment.
Even better, a good assessment can indicate where your risks and strengths are so that the company can target the right training to the right people. In my view, this is the challenge facing the enlightened organisation.
The Future of Resilience
We have eliminated many of the risks and fitness tests of survival. Natural forces are temporarily at bay. Much of the suffering – physical, emotional and mental – is linked to self-neglect. The pressures of modern life trigger slow burn distress for which we are completely unprepared.
The costs measured in lifestyle diseases, loneliness, distress, anxiety, and depression are enormous and increasing fast. With nature at bay, communities, families and individuals are going to have to step up to owning resilience. When we neglect our body, emotions and mind, there is a personal and community cost. When we build these resources there are massive benefits. Especially, when nature provides a shock – fires, floods, earthquakes.
We understand this. The evidence is clear. The unsustainability of inaction is obvious. Enlightened communities and organisations are on the job. Over the next decade we will see an enormous increase in human resilience investments. The upside of helping people build resilience and risk of not doing so, will be clear. The reality will confront governments, health systems, education, business, communities, families and individuals.
Assessments will combine with data analytics and artificial intelligence, providing powerful insights into where risks and opportunities lie and how to engage them with precision. The implementation, training and coaching will move from consultants to in-house resources. Just like a sports team has an extensive support, logistics and specialised coaching resources, so a business will bring these resources in-house.
Some people are already on board. They take full responsibility for tracking and growing their resilience. They search for experts, put in place the daily disciplines, and experiment with devices. They are thriving from the benefits. Just watchFrankie and Grace.
Many are on the threshold. With the right communications and engagement, they too can rapidly take advantage of resilience.
Some are resistant or simply so overwhelmed by other concerns that self-neglect is a way of life. Here we will need kindness with wisdom and courage. They may need a firmer hand and more intensive support to help them bounce, grow, connect and find flow. This is a gritty challenge.