If you are committed to being a leader, then you probably want to learn how to fulfil your potential. You will need a growth mindset.

In this article we will explore the difference between a growth mindset and a fixed mindset and how to move to the former.

If you are committed to being a leader, then you probably already know many of the things that you need to do.

If you haven’t taken action on those things, there will be a reason. This could be fear, lack of confidence and uncertainty of outcomes.

You have to get out of the comfort zone.

In becoming a leader you have to have confidence in your abilities.

Self-efficacy is about having the strong, positive belief that you have the capacity and the skills to achieve your goals.

If we look up to the leaders we admire, we can learn from them. There are many great leaders, past and present, that you could look up to and learn how they presented themselves, how they communicated, their values and behaviours, their differentiators and their expertise.

The first thing you need to understand as an employee is what is meant by leadership. Leadership is not a title that is bestowed upon you. Leadership is about having a positive impact on those around you.

If you can identify areas of improvement, and rally others to move towards that better place, you are a leader.

If you can connect with other people, have an empathetic approach and motivate them, you are a leader.

If you are respected and trusted, you are a leader.

You have a choice. You can accept the status quo or you can step up and become the leader you are looking for.

Stop waiting and start leading. Leadership is not bestowed. It is not a title. It is earned through action and example.

“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.”

~ John C. Maxwell ~

The only person that can be held accountable for my physical and mental well-being is me. If I want to be physically and mentally fit, I have an obligation to myself to take action, and I need a willingness to do so.

Ultimately, the buck stops with me.On the other side of the coin, when I am asked to work in an environment in which change is constant, uncertain, disruptive and unpredictable, that can cause stress, anxiety, fatigue and burnout, the organisation that asked me has a responsibility.

A key factor in high performing teams is the resilience of the team and each individual within it.

The Increased stress and anxiety brought about by constant and uncertain change means resilience is not just a ‘nice-to-have’ in the workplace – it’s vital.

When we are resilient, we are better able to focus and make better decisions. Our minds are not clouded by the stress and anxiety that is brought about through constant and uncertain change. Our emotions are balanced.

Organisations need to maintain a competitive advantage if they are to stay ahead of the competition and remain relevant.

Resilience provides a competitive advantage. A resilient workforce is not distracted and able to sense, innovate, adapt, respond and work in an agile manner.

An organisation full of pessimists will just give up when they face challenges or obstacles.

When the realistic optimist faces challenges or obstacles, they try harder, they propel themselves toward it, and find ways to overcome it and achieve their goals.

Employers who have invested in developing and maintaining a workforce resilient in the face of constant change reap the benefits because of their employees growth mindset and their grit.

Setbacks are inevitable. Resilient employees don’t see setbacks as bad things. They see them as opportunities to learn and grow. They know that through persistence and perseverance they can make change for the better.

The importance of employee engagement can't be overstated – employee engagement strategies have been proven to reduce staff turnover, improve productivity and efficiency, retain customers at a higher rate, and make more profits.

Now, more than ever, investing and supporting your workforce to develop and maintain resilience will equip your organisation to not only face current challenges now but to thrive in an uncertain future.

Workplace predictions in 2020 are still all about the people. The need to attract and retain talent in a competitive labor market will continue to intensify regardless of technological innovations through AI and automation. Developing a distinct employment brand and fostering a strong culture to attract and retain talent isn’t new, but it’s never been more critical.

A mentally healthy workplace is one that protects and promotes mental health and empowers employees to seek help for depression, anxiety, stress (and any other related issues) for the benefit of the employee and the organisation.

While creating a mentally healthy workplace is everyone’s responsibility, mental health is a leadership issue, and change must start at the top.

Great interview with Rebecca Bradshaw about my book in the Lock Down Library

It was a pleasure to be interviewed by Yaja Nowakowski for her podcast ‘Empowering Leaders’ in an episode called “The emergence of resilient leadership.”

COVID-19 has been a catalyst for change.

It has caused many organizations to step back and re-evaluate the common practices of change management.

Since March 2020 many long-held assumptions have been challenged and proven false.

We are in print and sales have already kicked off. I’m doing a happy dance.

My latest two books “Unleash the Resiliator Within. Resilience – A Handbook for Individuals” and “Unleash the Resiliator Within. Resilience – A Handbook for Leaders” are published.

In this article I answer some questions people have asked me.

It is this simple.

If you don’t invest in building and sustaining a resilient workforce, it will cost you dearly.

You cannot afford not to do this.

For those who like facts and figures here you are.

If we want our organisation to be successful and able to outride each storm when it hits, we need our people to be prepared. We cannot ask them to face constant, volatile and uncertain change without providing the support to do so.

We need to enable them to be storm-riders.