Resilience Disruption

Resilience is often framed in individual terms. I’m often called in by organisations to assist their staff to build personal resilience. It’s the right conversation but the wrong focus. The focus needs to shift to organisational resilience.

Why?

Disruption is on the rise. Chat GPT is topical right now, but it’s just one more (significant) disruption in a growing stream. Natural disasters (Turkey, NZ), Technological (Chat GPT) Geopolitical (China, Russia) Financial (interest rates) and more. All the uncertainty measures are trending up. Some steeply. Disruption won’t be stopping any time soon.

image by AnToineLanz from Pixabay

Individual resilience helps us deal with the direct impact we personally experience. A group of resilient individuals in an organisation can collectively handle impact. And they are even stronger in a resilient organisation.

One of the best ways to build organisational resilience is to focus on Psychological Safety (...the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. Amy Edmondson).

If you don’t have (and actively maintain) Psychological Safety, you are flying blind in the storm. People will see problems, but say nothing. They’ll avoid responsibility. They’ll shy away from change or building new skills. They’ll fear for their security.

Think of almost any organisational challenge. Psychological Safety builds the resilience to effectively deal with it - Because people are more likely to be and bring their best.

If you are a leader, and you would like a clearer understanding of the behaviour that builds Psychological Safety - lets talk.

Resilience and Mental Health with Matthew Bruce

My discussion with Matt Bruce this week covered a heap of territory — mental health, meditation, stress, business and rest. Matt’s personal experiences with Post Traumatic Stress following his military service means he speaks with deep empathy and understanding on these topics.

Next week my guest is Claire Vanderplank. She has spent up to 28 days alone on her own quests including in the Rocky Mountains and the south coast of WA. She leads people on wilderness quests where they spend multiple days in solitude in one small circle, fasting, in nature. Now is bringing together the experience she had in 'normal' world contexts like health, energy, stakeholder engagement and infrastructure, with these slightly different perspectives from nature and healing work, in her business, 'Weapons of Mass Creation.'

Don’t Panic - Surviving COVID19 with Dr. Jenny Brockis

This week, Dr Jenny Brockis and I discussed the difference between COVID 19 and regular flu, how to keep yourself mentally and physically well in social distancing, and tactics for finding the upside in unprecedented times.

If you wish to learn more from Dr. Jenny Brockis and find out how she can be of support, you may contact her at: jenny@drjennybrockis.com.

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Next week, April 1st, we will be joined by Jason Clarke.

Jason Clarke - Mindworker, celebrated author, adventurer, gold medal Olympian and popular TV chef; Jason is none of these things. He is, however, one of the most sought-after creative minds in the country. As founder of Minds at Work, he’s helped people ‘think again’ since the end of the last century, working with clients across Australia in virtually every industry and government sector on issues ranging from creativity and trouble shooting to culture change and leadership.

Jason and I will be discussing HOW TO MAKE DECISIONS YOU PROBABLY WON’T REGRET. The only real measure of a decision being ‘good or ‘bad’ is how happily you could live with its consequences, which means that thinking through those possibilities in advance is better than discovering them once the decision’s been made. Learn simple back-of-the-envelope techniques for anticipating the mistakes you’re about to make.

If you have any questions that you would like us to discuss/answer during the webcast, you may post them here. Jason and I will aim to answer all your questions.

See you next week!

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More from Mike

Subscribe to Mike’s weekly Unshakeable Newsletter here.

Join the weekly Don’t Panic - Surviving COVID19 webcast here.

Download a 1-page resource on the power of gratitude in Unshakeable teams here.

Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakeable teams:

mike@mikehouse.com.au

+61 423 193 196

Unshakeable?

Toilet paper madness still reigns supreme in Australia. It is simultaneously funny and tragic. Last week I wrote about the madness in Dunny Paper, Dentists and Disease.

On a more serious note, there are lessons for leaders in the apparent about face of Aussies.

Only months ago, Australia was in the global news spotlight for very different reasons. The country was burning. Facing that wide spread tragedy, Australians showed the very best of our culture to each other and the world. We stood shoulder to shoulder and faced the flames. Countless hours and millions of dollars of tangible support flowed. It was backed up by even more emotional support. While much was lost, the fires were a reminder of the power of people aligned to a common cause. We were shocked and grieving and we were Unshakeable.

Coronavirus has revealed a different face. We are skittish and reactive. We are more likely to turn on each other to ensure our own interests, including resorting to violence. Our blindspots and biases cloud our vision, resulting in boycotts of local Chinese business and hoarding of paper (Neither of which make the slightest difference to the virus). Many of us are expressing sorrow and shock at what we are seeing here. How can it be that a culture can turn so quickly? 

There are some key differences between the challenges faced, leading to very different responses. I outline a few below with recommendations for leaders in any uncertain environment.

So while media and social media coverage have an impact, we are also facing dramatically different circumstances. Both the fires and COVID19 are disruptive and threatening, but they show up in very different ways. 

What are you doing as a leader (whether you lead yourself, your family, a small team, an organisation, or a country) to make COVID19 tangible?

What is within your control, and how are you rallying focus and energy around that? 

In the absence of answers, we will continue to see people reactivity acting in their own interests, potentially to the detriment of much that we hold dear.

Let’s be Unshakeable and hold the line.

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More from Mike

Subscribe to Mike’s weekly Unshakeable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakeable teams here.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakeable teams:

mike@mikehouse.com.au

+61 423 193 196

Dunny Rolls, Dentists and Disease

COVID19, pass it on! 

And we did… this is one of the most ridiculously contagious events of modern times. Symptoms are showing up everywhere… and few of them are flu like. 

Why just yesterday I was in the local supermarket and there was not a single dunny roll to be had. Even the single ply home brand was sold out.

I rang my brother the dentist to have a whinge and got zero sympathy. Turns out that he’s got bigger things on his mind than being unwiped. In not many days, he’ll be out of medical masks. No Mask, no appointments. No appointments, no income! Supplies are critically low across Australia as people rush masks with the same intensity as dunny rolls. Experts say that wearing a mask if you are infected is a good idea, but not particularly useful for a well person trying to stay well. Given how low infection rates are, one wonders what people are using them for. Some are wearing them around their chin, nose and mouth merrily exposed, so maybe it’s all in the name of fashion.

Meanwhile a mate in London reports that China town revenue is down 50% on this time last year. People are staying away in droves. Apparently a COVID19 symptom is to be unreasonably afraid of anyone who looks Chinese! Really??? 

As a survival specialist a number of people have asked me if they should adopt a “prepper” mindset, stockpiling for a potential 14 day period of isolation at home. Here are my tips on that:

1. There’s way bigger things to worry about especially given some experts are saying this has less impact than the regular flu and is past peak infection.

2. If you do decide to “Prep” (And please don't) food and water are a way bigger priority than dunny rolls. 14 days with no food would leave little need to wipe. Dehydration can kill, and a major symptom of death is that your bum stops working along with the rest of you. Most of us would be able to get by on the non perishables and stuff we have in our fridge anyway, even if it meant eating that limp carrot.

3. Give our health professionals, supply chains and Chinese Aussies a break and adopt a business as usual approach.

4. Of course pay attention to hygiene and be alert if there are people around you with respiratory symptoms, but that makes sense anytime, not just now.

The final straw for this article was a truck carrying toilet paper that caught fire in Brisbane over night. Fire officer Justin Francis said “This is not overly common, particularly around the city areas but the main thing is no-one got hurt tonight and we've been able to save quite a lot of toilet paper.” I don’t know why the truck caught fire, but I wouldn’t be surprised to find that a couple of million Aussies intensely meditating on the need for a healthy supply of dunny rolls, led to it spontaneously combusting.

On the up side, it seems like Brisbane fireys will be right for dunny paper, at least for the foreseeable future, and I reckon if push comes to shove there will be more than 14 days of tucker in the Asian aisle at the local supermarket. 

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More from Mike

Subscribe to Mike’s weekly Unshakable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakable teams here.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakable teams:

mike@mikehouse.com.au

+61 423 193 196

Thriving Under Pressure

People who Thrive and Adapt fully accept and face the circumstances they are in. They recognise what they can control and what they can’t. They don’t waste energy on things they can’t change. Thrivers recognise the flow of what is happening around them and use it to their advantage. They take action, solve problems and take responsibility for the outcomes.

That realistic take on circumstances is key. It's both liberating and intimidating to fully face your situation.

Thrivers create calm and opportunity for themselves and others. They are highly effective in any circumstances they face. They are constantly seeing, shifting and doing - hunting for the most effective way forward.

How squarely do you face your circumstances? How well do you make it possible for others to do that if you are a leader?

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More from Mike

Subscribe to Mike’s weekly Unshakable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakable teams here.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakable teams:

mike@mikehouse.com.au

+61 423 193 196

Where's the Line

There’s a line between influence and manipulation. Being on the wrong side of it is dangerous. It’s like crossing the centre line into oncoming traffic. You might survive occasional crossings, but eventually you’ll crash.

It’s interesting how people respond to change. Some rapidly adapt while others resist until it’s inevitable. I wonder where you sit.

For a number of years, I was tasked with leading change in a large disability services organisation. It was one of Australia’s oldest registered charities, so there were traditions and mindsets that could be traced back over 100 years. Many staff had worked there 30 plus years. That stability led to deep corporate knowledge, but also significant reluctance to change.

My role was unusual. I had no budget and no staff. I was tasked with complex situations that most preferred to avoid. My only real tool was influence.

Influence is the process of getting someone to act and/or think the way you want them too. We influence people all the time. Partners, kids, colleagues and customers. Some cross the line between influence and manipulation.

Manipulation is influence using devious or morally questionable methods for your own advantage.

Some examples of Manipulation are:

• Implying that sex will win you favour (promotions or preferential treatment)

• Bribes, intimidation and threats

• Claiming credit for the work of others

• Pitting people against each other.

These things can be really overt and clearly over the line or much subtler. The TV reality show Survivor is built on manipulation. Everyone is clearly there to be the final winner, so they pull every piece of manipulation they can think of to win.

Examples of Positive Influence are:

• Mentoring

• Building an intentional culture and code of conduct for the workplace

• Setting targets that lift performance

• Being kind to others

• Helping others achieve results - adding value

The line between manipulation and influence is marked by intent. The more ruthlessly you police your own line, the more enduring your results will be.

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More from Mike

Subscribe to Mike’s weekly Unshakable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakable teams here.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakable teams:

mike@mikehouse.com.au

+61 423 193 196

Influence

One of the greatest sources of stress for people is confusing the line between control and influence. If I feel like I have some control over your actions and you behave differently to my expectations, I'll experience frustration and stress. Like a driver who rants at the drivers around them in traffic. They expect people will drive differently, and their rant will make a difference. When it doesn't, they get even more cranky. I understand, and I'm not immune, especially in merging lanes (really Perth how hard is it?) however such rants are ineffective and stressful ways to influence.

We have a choice to influence or not. One way to reduce stress is to limit the amount of people and situations you choose to influence. Pick the ones that are worthwhile and important.

Be aware that the outcome is not in your control. When we exert influence the result may be different than what we expect. Be as clear as possible about the outcome and then hold the expectation lightly for less stress.

If you choose to influence someone, choose the best tactics. Is it a casual conversation? Maybe it's better to involve someone else and influence indirectly. Should it be formal? How much force or incentive is available and what are the long term consequences of those? Is it a one off, like asking someone to move their trolley so you can get past, or one of many with someone close to you? Can you add value to them in some way? Pick the best tactics for the situation.

Next week we'll look at the difference between manipulation and influence.

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More from Mike

Subscribe to Mike’s weekly Unshakable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakable teams here.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakable teams:

mike@mikehouse.com.au

+61 423 193 196

What Can You control?

There’s been a theme over the last few weeks – Overwhelm. I have spoken to front line staff and CEOs, and they are all saying that the year has just kicked off but they are already feeling overloaded. Some of the threads are:

• To do lists growing faster than the ability to tick them off.

• Increased scrutiny.

• Growing pressure to justify budgets and approaches.

• Disruptive change

• People working against each other sometimes on the same team.

And more… and all coupled with fatigue and a mind that is hard to still in the whirlwind.

When psychologists study the Survivor Personality, they look for attributes that consistently show up in people who beat the odds. One attribute is they focus on what they can control and make sure they do a cracking job of that. They either ignore things outside their control or are very discerning when exerting energy on things they can’t control.

Stephen Covey mapped 3 layers:

1. Control - the things you can directly control. You take an action and there is a direct result. This ‘bucket’ is generally relatively small. How you prepare, how you work, what you say, think and do are in this bucket. Other people’s actions are generally not.

2. Influence - things you can't directly control, but can have an influence over. Other people’s actions, preparation, opinions etc. fit here.

3. Concern - things you need to pay attention to, but you have no control or influence over.

(Covey articulated it well, but the idea has been around much longer. The Stoics of Ancient Greece and Rome have this as a central theme in their philosophy of life. if you’d like to know more about this very practical philosophy read “Happy” by Derrin Brown)

How does it work? The Pilbara region of WA has just experienced a once in 30-year storm event. If you lived in the path of the storm, damaging winds, and extreme rainfall are in the circle of concern. It’s wise to pay attention, but no amount of effort or worry on your part will change the fact that the storm is coming and will arrive in its own sweet time.

Ideally, we pay attention on things in our concern bucket, but don’t exert emotional energy like worry, fear, or anger over it, because that is wearing and entirely ineffective. Sometimes this is easier said than done, but often it’s simply a matter of deciding that that’s going to be your approach. What are the current ’storms’ in your bucket of concern? Sometimes we also need to consciously remove things from this bucket, especially when overwhelmed. Reserve ‘concern’ space for things that are current and directly relevant to you. Ditch the rest.

Influence in the storm might include encouraging a neighbour to clear up a big pile of scrap in their yard that could become flying missiles when the storm hits. You can influence that, but ultimately you have no control over whether they will clean the yard.

Control is your own preparation and action leading up to and during the storm.

When I am overwhelmed I find these buckets useful as a triage tool. I work out what I can control and focus most of my effort there.

What can you control?

Next week we'll look at ways to make the circle of influence more effective.

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More from Mike

Subscribe to Mike’s weekly Unshakable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakable teams here.
Join Mike's Thrive and Adapt Workshop in Perth. $50 from each ticket will go to Australian Bushfire Relief.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakable teams:

mike@mikehouse.com.au

+61 423 193 196

Aiming for Unshakable Part II

Last week we looked at the least effective operating levels on the Unshakable Ladder. Did you find yourself there? Hopefully not this early into a new year. Let’s explore the top side of the ladder.

Resolute

Focussed on production and transactional success. Relies on drive rather than delight. Often impressive results. Perspectives include “mustn’t grumble, turn up, work, get paid, go home, rinse and repeat”. It looks resilient, because people bunker down and get it done. But tension is just below the surface. People find common enemies - the boss, or company, or the greenies, or the regulator. They say their team is fine. It’s ‘us and them’ Silos and bunkers galore. Cooperation, support or collaboration beyond the immediate tribe are extremely unlikely. If challenged or held to account, the blame game starts.

Cost of Resolute:

Time: Polarity. Productive in the immediate group. Wasted as people justify, defend and shift blame to others.

Happiness/engagement: Well-being and resilience are neutral. Individuals often report high engagement, but typically scores are low across the business.

Status: Results and toughness are highly valued.

Money: Isolated returns but broad waste due to lack of cohesion. 

Cohesive

Everyone heading in the same direction. Two draft horses can reputedly pull 3x the load of one. The cohesive team achieves more than the sum of their efforts. They relish working together. The strong focus on individual results, shifts to achieving results together.

Value of Cohesive:

Time: Well spent, efficient. Focussed on long term. Urgency diminishes as proactivity increases.

Happiness/engagement: High. People enjoy the team and the sense of productive purpose. Wellbeing and resilience are high.

Status: People feel a genuine part of something bigger.

Money: ROI increases due to effective and efficient focus on collective results.

Unshakable

Results become secondary. They are still important, in fact keeping score and seeking feedback have greater focus than at other levels. Teams rise above their transactions. They stand genuinely united and deeply committed to each other. Ego and fear are still present but no longer dominate. Teams actively seek to test themselves under pressure. They value growth.

Unshakable teams and people are like self-righting lifeboats. Rough seas might capsize them, but they roll back up and carry on.

Value of Unshakable:

Time: Output is high but rarely feels pressured.

Happiness/engagement: Very high. People feel highly purposeful, valuable and respected. Well-being and resilience are extremely high.

Status: Teams get widely recognised for their results and ways of working together

Money: ROI is massive. Teams are achieving beyond the sum of their efforts.

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More from Mike

Subscribe to Mike’s weekly Unshakable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakable teams here.
Join Mike's Thrive and Adapt Workshop in Perth. $50 from each ticket will go to Australian Bushfire Relief.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakable teams:

mike@mikehouse.com.au

+61 423 193 196

Aiming for Unshakable Part I

An Unshakable team is adaptable and relishes challenges. An Unshakable organisation treats resilience and well-being as part of every result.

What’s needed to become Unshakable? The levels apply to individuals, teams, leadership, companies and sectors, and provide some guidance.

Fragile

Pressure causes a tailspin. Many people get dragged into the drama. Restoration is difficult and costly. Scars are felt for years.

I recently spoke to a HSEQ Manager. They had 2 suicides a week apart. Tragic loss of life. Unmeasurable, lifelong impact on their families, friends and peers. Camp was shut down for weeks. A supervisor took 6 months off to deal with grief and feelings of guilt and responsibility. The company was bracing for the 12-month anniversary. This time of year will never be the same for them. Aside from the unmeasurable human costs, there are significant legal and economic risks too. Suicide is a worst-case scenario, but every instance of stress leave, mental illness, loss of focus or rumination on problems has a tail and a cost. People want to get out of the fragile state, but often can’t see how.

Cost of Fragile:

Time: picking up the pieces, holding things together

Happiness/engagement: Well-being and resilience declining. Engagement may seem high as people try to ‘rescue’ each other or the situation, but stress and unhappiness are rising.

Status: People can bond over drama which creates more drama.

Money: Increased cost. Opportunities lost.

Reactive

Like‘whack-a-mole’. No plan, no strategy, trying to stay ahead of the game. Reactive is productive but easy to disrupt. Exhaustion is common - no light at the end of the tunnel. Proactive work goes out the window. Action-oriented people find the rush of ‘fixing on the fly’ addictive. In monotonous environments, reactive feels important and purposeful. Time pressure and addictive appeal can make it hard to shift.

Cost of Reactive:

Time: Wasted on immediate fixes not underlying causes.

Happiness/engagement: Well-being and resilience low. The buzz of overcoming hurdles falls away as stress, lack of progress and exhaustion kick in.

Status: Short term praise for quick fixes. Long term reputation for last minute, chaotic action.

Money: Short, focused bursts for unanticipated workload or issues can be useful. Long term, everything happens on the fly. High turnover, balls dropped, do overs, wasted time – all hurts bottom line.

Where do you and your team lie? 

Next week we’ll look at the more effective levels Resolute, Cohesive and Unshakable.

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More from Mike

Subscribe to Mike’s weekly Unshakable Newsletter here.
Download a 1-page resource on the power of gratitude in Unshakable teams here.
Join Mike's Thrive and Adapt Workshop in Perth. $50 from each ticket will go to Australian Bushfire Relief.
Buy a copy of Mike’s book “Thrive and Adapt” here, or sign in for a complimentary PDF copy

Contact Mike to discuss organisation wide Well-being and Resilience programs that create Unshakable teams:

mike@mikehouse.com.au

+61 423 193 196