A primary role of leaders requires tackling the burdens of bridging conflicting interests of employees and the corporation. And now, given rapid technology advancements, the business world we operate in is continuously evolving, leading to high frequencies of change, newly emerging competitors and increasing needs for adaptive technical skills. This responsibility is resting on the shoulders of leaders to resolve; the stress of management today is more daunting than ever before.

Resilient leaders are those who adapt to changing circumstances and environments with ease, viewing new challenges as opportunities rather than hardships.

• Leaders who demonstrate a high level of talent for managing others contribute 48% higher profit to their companies than average managers
• Managers with Resilience training are 22% less likely to allow stressful situations to take a personal toll
• Leaders with Resilience training are 21% more effective at positively influencing others during times of change
• Those who profiled high in resiliency are 14% more engaged in their work during stressful times

One of the reasons traditional diversity training programs fail is they don’t account for people’s cognitive biases and the effects these have on attitudes and behavior. Typical diversity training often implies that people in majority groups are behaving badly, which can trigger negativity biases and actually create more underlying conflict than they solve.

As a compliment to diversity training, Resilience helps people withstand the adversity they face in the workplace. It helps strengthen their adaptability to stress and disruption and take personal responsibility for behavior, thoughts and reactions to be more mindful and effective at navigating diverse relationships.

Resiliency training helps salespeople overcome the natural, negative biases that affect us all. They learn to effectively deal with the challenges of selling and coping with a fast-changing environment.

People with resilience skills were found to be:

• 15% better finding opportunities in workplace challenges
• 16% better at consistently performing at a high level
• 20% more comfortable initiating change when needed
• 22% less likely to be personally affected by stressful situations.

While change may be necessary it is also disruptive, and large-scale change efforts are often downright overwhelming to the employees who are tasked with implementing them.

Building Resilient teams skilled at navigating change can make a world of difference for organizational performance. Workplaces with strong Social Intelligence skills can experience greater results by turning organizational change into a driver of competitiveness.

Employee wellness is evolving as organizations seek to provide more holistic support to employees in a world of change and stress. Today most organizations – and almost all large employers – offer a “wellness program” of some sort. But research shows that most employees don’t even sign up, with participation estimates range from only 20 to 40 per cent.

One of the primary reasons for such low usage, and lack of success, is that most programs focus solely on physiological wellbeing aspects such as smoking cessation, weight management, etc. And while physical wellbeing is certainly important, a more holistic approach to employee wellbeing is starting to be researched and understood, incorporating elements such as employee purpose (like what you do each day), social wellbeing (have supportive relationships), and physiological resiliency. These newer models account for the stressors within the workplace that are affecting people’s overall wellbeing, as well as the psychological and behavioural factors that impact people’s ability to maintain their own health. TRACOM programs have a proven impact on supporting mental health in the workplace.