June 10, 2024 • 56 mins
In our previous episode, we discussed the pivotal differences between management and leadership and how making the leadership leap is essential for transformative change. We delved into effective leadership practices, from problem-solving and empowerment to creating a compelling vision. In today's fast-paced, ever-changing world, we shift our focus to navigating change and cultivating resilience.
Welcome to Bread to Lead, the podcast dedicated to unlocking your leadership potential and making a lasting impact. I'm your host, Dr. Jake Tayler Jacobs. Today, we explore the art and science of navigating change and building resilience, drawing from psychology, neuroscience, and leadership studies. We'll tackle common challenges like resistance, uncertainty, and burnout, and provide practical strategies for resilience in ourselves, our teams, and our lives.
Whether you're leading a major transformation, navigating personal transitions, or simply keeping up with rapid changes, this episode is for you. Learn about embracing a growth mindset, practicing self-awareness, fostering connection and support, finding purpose, and developing adaptability. Our goal is to equip you with the tools to lead with clarity, conviction, and resilience.
Join us as we break down these concepts, share real-world examples, and offer actionable tips to help you thrive in the face of change. Don't miss out on this essential guide to resilient leadership!
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Transcript
Episode Transcript
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(00:00):
In our last episode, we explored the critical distinction between management
and leadership and the importance of making the leadership leap to drive meaningful,
transformative change.
We delved into the mindset and practices of effective leadership from problem
finding and empowerment to creating a compelling vision and modeling the change we seek to create.
Today, we're building on that foundation and tackling another crucial aspect
(00:21):
of leadership in today's fast-paced, ever-changing world.
It's navigating change and cultivating resilience. Because let's face it,
change is not just a constant in our organizations, in our lives.
It's an accelerating force that is reshaping everything from the way we work
and communicate to the very fabric of our society and economy. Let's get it.
(00:51):
Welcome to Bread to Lead, the podcast that empowers you to unleash your leadership
potential and making a lasting impact. Pack. I am your host, Dr.
Jake Taylor Jacobs, and I'm on a mission to help you cultivate the mindset and
skills to lead with purpose, authenticity, and heart.
As leaders, our ability to not just survive, but thrive in the face of change
(01:17):
is absolutely critical.
It's what allows us to adapt and innovate in the face of new challenges and
opportunities, to bounce back from setbacks and failures and to inspire and
empower our teams to do the same. But here's the thing.
Navigating change and cultivating resilience is not just a matter of having
(01:38):
the right strategies or tools.
It's about developing the right mindset and inner resources to meet change with
courage, flexibility, and grace.
It's about cultivating the mental, emotional, and spiritual capacity to lead
ourselves and others through the inevitable ups and downs of growth and transformation.
(02:02):
And that's what we're here to explore today. Drawing on the latest research
and insights from psychology and neuroscience and leadership studies,
as well as the hard-won wisdom of change leaders and practitioners,
we'll dive into the art and science of navigating change and cultivating resilience.
We'll look at the common challenges and pitfalls that leaders face in times
(02:23):
of change, from resistance and uncertainty to burnout and overwhelm.
We'll explore the key mindsets and practices that enables us to meet those challenges
with agility, adaptability and strength.
And we'll provide practical tools and strategies for developing resilience in
ourselves, our teams and our own lives so that we cannot just weather the storms
(02:47):
of change, but harness them for growth and transformation.
So whether you're leading a major organizational transformation,
navigating a personal or professional transition, or simply trying to keep up
with the accelerating pace of change in our world, this episode is for you.
It's about developing the inner resources and outer skills to lead with clarity,
(03:09):
conviction and resilience in the face of uncertainty and adversity.
And it's about empowering yourself and others not to just survive change, but to thrive in it.
But before we dive into the strategies and practices of resilient leadership,
let's take a step back and define what we mean by change and resilience in the first place.
(03:33):
Change in its simplest form is any significant alteration or transformation
in the state or condition of something over time. It can be positive or negative,
planned or unexpected, incremental or radical.
But whatever is form or magnitude, change is inevitable in an integral part of life.
(03:54):
From the cellular changes that occur that occurs in our bodies every moment
to the social and technological changes that are reshaping our world.
In context of leadership and organizations, change can take many forms from
shifts in strategy or structure to mergers and acquisitions to digital transformation and disruption.
(04:16):
It can be driven by external factors like market forces,
technology, technological advances or social and political upheaval or by internal
factors like new leadership, culture shifts or performance gaps.
But whatever is driver or manifestations, change is rarely a smooth or linear process.
(04:39):
It often involves uncertainty, complexity and resistance, both from ourselves and from others.
It can challenge our assumptions, disrupt our routines and push us out of our own comfort zones.
It can invoke a range of emotional responses from excitement and anticipation
to fear and anxiety to grief and loss.
(05:02):
That's where resilience comes in.
Resilience is the capacity to adapt and bounce back in the face of adversity, stress or change.
It's the ability to not just survive difficult experiences, but to learn and
grow from them, to emerge stronger, wiser, and more capable on the other side.
(05:22):
In psychological terms, resilience is often defined as a combination of three
key factors, challenge, commitment and control.
Challenge refers to seeing change in adversity as an opportunity for growth
and learning rather than as a threat or an obstacle.
Commitment refers to having a sense of purpose and meaning that motivates us
(05:45):
to persevere through tough times.
And control refers to believing that we have the ability to influence and shape
our own circumstances rather than being at the mercy of external forces.
At its core, resilience is about developing the inner resources and outer skills
to meet change with flexibility, adaptability and strength.
(06:08):
It's about cultivating the mindset and practices that enable us to bounce back
from setbacks, learn from failures, and thrive in the face of uncertainty and complexity.
And as the leaders, resilience is not just a nice to have quality.
It's an absolute necessity because change is not just something that happens to us as individuals.
(06:30):
It's something that we are often called upon to lead and navigate for others.
Whether we're guiding our teams through a major organizational transformation,
supporting our colleagues through a personal or professional transition,
or simply trying to keep our own energy and focus in the midst of constant change
or ability to model and cultivate resilience is critical. But here's the thing.
(06:54):
Resilience is not just something that we either have or don't have.
It's not a fixed trait or an innate quality. Rather, it's a set of skills and
practices that we can develop and strengthen over time through intentional effort and practice.
And that's what we're going to focus on for the rest of this episode.
The key mindsets and practices that enable us to cultivate resilience in ourselves and others.
(07:19):
Drawing on research and insights from psychology, neuroscience and leadership studies.
We're going to touch these things. Here are the five components we're going to touch.
Embracing a growth mindset, practicing self-awareness and self-regulation,
cultivating connection and support, finding purpose and meaning,
and developing adaptability and flexibility.
(07:41):
For each of these areas, we'll dive into the underlining principles and practices,
provide practical tools and strategies for application, and share real-world
examples and case studies of resilience, leadership, and action.
So let's get started with our first key area.
Embracing a growth mindset. If this is your first time listening to the podcast,
let me tell you this right now.
(08:01):
I used to be a teacher by trade. So I will start to tell you when to start taking notes.
This is the moment that you take out a pen, take out a piece of paper and take
notes or a moment that you notate because you're at work, you're driving, you can't take notes.
At what time did Dr. Jake begin to give points so that she can go back,
re-listen to it and write Write it down, because the purpose of this podcast,
(08:23):
it's not for you to just listen to being inspired and go off to your merry way.
The purpose of this podcast is give you applicable strategies and steps and
tips and techniques that you can use today, tomorrow, the next second after
you listen to the podcast.
So this is what I want you to do. In the meantime, while you're getting your
pen and paper, if you have not received or do not know Bread to Lead,
(08:45):
the book is out in stores. or Amazon, you can go to breadtolead.com,
B-R-E-D, not bread that you eat, but bread that you train.
Bread to Lead is on Amazon. Bread to Lead is also at our site,
breadtolead.com, B-R-E-D, two, T-O-L-E-A-D.com.
It's on the page. And if you did not know who this podcast is endorsed or sponsored
(09:08):
or done for, it is for Sips Healthcare Solutions.
We are all things central store sterile process in the healthcare space.
We renovate, we change, we transform sterile processing departments all over the country.
This is something that we work with. We work with people. We work with change transformation.
We work with change, work with technologies, all the things that we do within
our company. And we're pioneers of leadership traveling in a sterile processing department.
(09:32):
So if you're listening right now, you're in healthcare, you don't have a job,
reach out to us. You can go to SipsConsults.com.
We can find opportunities in healthcare. If you're interested in getting into
healthcare and you do not have all the stuff that you need for certification.
We also will train you to. And if you are interested in our SIPs Leadership
Institute for healthcare providers, for healthcare leaders, if you want to grow
(09:54):
as a leader in the healthcare system, find out about our SIPs.
Leadership Institute, which is coming soon, soon, soon, soon.
If you ever want to get any updates or any first movers tidbits,
you need to listen to the podcast.
Now that you have your pen, you know about our book, you know about our company,
you know what we do, you know the opportunities that we have.
(10:16):
Let's go back and get to the tip. Now, number one, embracing a growth mindset.
One of the most fundamental shifts we can make as leaders to cultivate resilience
is to embrace a growth mindset coined by Stanford psychologist Carol Dweck.
A growth mindset is the belief that our abilities and intelligence can be developed
(10:39):
and expanded through effort, learning and persistence.
In contrast, a fixed mindset is the belief that our ability and our intelligence
are static and unchangeable, that we are either born with certain talents and
capacities or we are not.
People with a fixed mindset tend to avoid challenges, give up easily in the
(11:00):
face of obstacles and see effort as a sign of weakness or lack of ability.
But here's the thing. Research has shown that our mindset has a profound impact
on our resilience and success.
Both in leadership and in life, the study after study, individuals with a growth
mindset have been found to achieve better outcomes in areas ranging from academic
(11:23):
performance to professional enhancement to personal relationships.
For an example, in one study, Dweck and her colleagues followed a group of seventh
graders over the course of two years, tracking their academic performance and
attitudes toward learning.
They found that students with a growth mindset, those who believe that their
(11:44):
intelligence could be developed, significantly outperformed the fixed mindset
peers, even when controlling for initial ability levels.
What's more, the growth mindset students were more likely to take on challenging
tasks, persist in the face of setbacks and bounce back from failures.
They saw mistakes as obstacles, not as indictments of their intelligence or
(12:08):
worth, but as opportunities for learning and growth.
And as a result, they were able to achieve a higher level of cultivate and cultivate
greater resilience in the face of academic and personal challenges.
The same principles apply in the realm of leadership and organizational change.
Leaders with a growth mindset are more likely to embrace change as an opportunity
(12:29):
for learning and development.
Rather than a threat or disruption. They are more willing to take risks,
experiment with new approaches, and learn from failures and setbacks.
And they are better able to inspire and empower their teams to do the same.
So how can we cultivate a growth mindset in ourselves and others?
(12:50):
Here are a few key practices. A, we're still in one. We're still in one. This is just one A.
One A, reframe challenges as opportunities.
That's what you got to do. with faced with difficult situation or obstacle,
take a step back and ask yourself, what can I learn from this experience?
How can I use this challenge to grow and develop as a leader?
(13:12):
By reframing challenges as opportunities for learning and growth,
we can shift our mindset from one of fear and avoidance to one of curiosity and engagement.
1B, embrace failures as feedback. In a growth mindset, failure is not a reflection
(13:32):
of our intelligence or worth.
It's simply feedback on what we need to learn and improve.
When we experience a setback or failure rather than beating ourselves up or
giving up, we can ask, what can I learn from this experience?
What do I need to do differently next time? By embracing failure as feedback,
(13:53):
we can use it as a springboard for growth and resilience. Let me pause here
parenthetically for a second.
If you ever find yourself around people that continue to use your past failures
as a platform to look down on you, disregard anything that they say.
If you're surrounded amongst people who use what you failed at in the past as
(14:18):
a way to stab against you and you allow that to change how you feel about yourself emotionally.
Unfortunately, yeah, yeah, yeah, yeah, yeah, yeah. You need to you need to you
need to change that immediately.
Here's why. This is what I learned. The moment I took the sting away from people
trying to make me look bad because of certain failures that I've had.
(14:40):
When I took that sting away and when I failed, I saw that it was a way for me
to learn and grow and develop.
It absolutely it makes it makes them look real crazy when they say,
oh, yeah, but you failed at this. Of course I did.
And it's still outproduce anything that you put to the table.
I remember when my company went through this weird time before I joined Sips,
(15:01):
my firm that I founded, I started.
We lost like four point five million dollars in 45 days because of a bad partnership.
And I overlooked a bunch of red flags and it almost collapsed the company.
We had to revamp, change a whole lot of stuff because we were a debt free.
We're a debt-free company. We were cash heavy, reserve heavy. So that hit us bad.
(15:24):
And so what I found was that a lot of people who didn't achieve half of what
I, a percent of what I've done in my early age of leadership and growth and building businesses.
Those were the ones that were using like these little pitchforks to poke at
me about mistakes or what I should have done or what I couldn't have done.
And one thing that's pointed out to me, my mentor said, if they could have done
(15:48):
it, they would have did it. And if they would have did it, they would never
ridicule you, because what happened to you has happened to every great businessman
or woman that's crossed this planet.
See, those that are wanting and they understand the cost that it takes to take
a risk and do something great.
They understand that with great risk comes great failure, but great learning
(16:09):
opportunities right after.
If they are being a stickler of the things that you've done wrong,
that you fixed and they stay in that world, keep them there and don't bring them back.
Because you have to learn how to embrace failure as feedback.
If you truly want to see yourself succeed as a leader.
Listen, I will fail at something. I will look and say, yep, it didn't work.
(16:31):
Let's try again, because what I cannot afford is for my self-confidence and
my belief in myself to be diminished because someone who was scared to risk
it or who never have been in my shoes before.
It's easy for them to give advice, advice from the stands. There's another example.
It's easy to tell an NBA basketball team and a coach what they should have done on the court.
(16:57):
When when you're a coach for little league you struggle at the little league
level and they're winning on a big league level so sometimes you also have to
consider the source of your criticism,
if you consider the source of your criticism it'll definitely help you mitigate
the emotions that are stirring up inside of you that will end up changing your
(17:19):
environment your emotional state controls your environment.
So you have to, you have to celebrate learning. You have to be thankful to God
that you made mistakes that you've learned because think about your life.
Now, the decisions that you make are not from the successes that you had.
They're from the failures that you had in your life that help guide you in the
(17:39):
decisions that you make today.
I always remember that one C cultivated love of learning.
A growth mindset is fundamentally about the love of learning,
a curiosity and passion for expanding our knowledge and skill.
Let me Donnie, our CEO here.
She got me like these cute socks, right? And it's not the socks.
(18:02):
That's cool. What's cool is that the socks have books on it,
but what's written on the bottom of the feet, it says so many books,
so little time, anyone that knows me, knows that Dr.
Jake loves to read. I listen to audio books. I listen to podcasts.
I watch YouTube videos. I get in extra courses. I read extra books.
(18:25):
I'm always trying to cultivate this love of learning.
To love something, to cultivate, you have to do it often and understand how
much more value it brings to you and how many more lessons that you can now
have in your repertoire and more moves that you have as a leader because of
your knowledge to be able to grow.
If you do not fall in love with learning, you're not ever going to fall in love with leading.
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1D, celebrate effort and progress.
In a growth mindset, effort and progress are just as important as outcomes and achievement.
As leaders, we can reinforce this mindset by celebrating and acknowledging the
hard work and the incremental improvements of our teams.
Rather than just focusing on the end results by valuing and recognizing effort
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and progress, we can create a culture of continuous learning and development.
Embracing a growth mindset is not always easy, especially in a world that often
values and rewards fixed traits like talent and intelligence.
But by intentionally cultivating the practices and habits of growth mindset,
we can develop greater resilience and adaptability in the face of change and uncertainty.
(19:32):
And we can inspire and empower our teams to do the same. Listen.
I remember growing up and playing basketball and feeling like I was so far behind
because all of my little natural attributes came last. So I had to actually
learn the game of basketball.
All of my friends that can jump high, that were super fast, that just had these
innate abilities that took a while for my body to develop into everywhere they
(19:57):
heard. They were great. They were amazing.
There's nothing you could do. There's nobody can stop you. You're going to be
doing all these great things.
But by the time my body caught up to me learning and training,
I blew past everyone that was considered to be better than me when we were younger. Why?
Because that person was never put in any fire that challenged them to make them
get better. Well, my father taught me every day what I did wrong.
(20:19):
Their father told him every day what they did right and never talked about the wrong.
What does that force now that creates them to be in an environment to where
any time they get critique or criticism, it crushes their confidence.
And my dad built me on the failures. So if somebody gave me criticism,
it didn't hurt me because he taught me how to learn from my mistakes.
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And if somebody bigged me up, I'm always asking, what can I do better so I can
continuously learn and grow?
As a leader, you have to adopt that same mentality.
Somebody gives you kudos. Now immediately reset that and say,
what can we do to get better?
I want to get better. I'm not telling you not to celebrate your successes.
I'm telling you to understand that with every form of success,
(21:04):
there are areas you can get better to develop to become a better leader for
your team, for your family, for yourself and for the world.
Number two, write it down. Practicing self-awareness and self-regulation.
I just talked to my team today about this.
Another key area of resilient leadership is practicing self-awareness and self-regulation.
Self-awareness refers to the ability to accurately perceive and understand our
(21:28):
own thoughts, emotions and behaviors, as well as their impact on others.
Self-regulation refers to the ability to manage and control our own responses
and reactions, particularly in the face of stress or adversity.
OK, together, self-awareness and self-regulation form the foundation of emotional
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intelligence, the ability to recognize and manage our own emotions.
If you are an emotional person, you probably lack emotional intelligence because
emotional intelligence teaches us that when you regulate your emotions, you control the room.
If you lead with your emotions and your emotions cause you to make decisions,
(22:13):
have shouting matches or already form a thought.
If you're forming a thought about a person, an opportunity, a position,
a leader through emotions, that will let you know that your EQ is not as high.
Because logically, logically, you have to control the emotions that you have.
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And I literally just talked about this today with my team. And I'm actually
going to break down to you what emotions the root word is. The root word of
emotion means to move out, to move away, to remove, to stare up, to irritate.
So when I'm emotional, when I'm emotional, I'm staring up.
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I'm moving out. I have strong feelings towards something.
I'm stirring up my environment in my world that could cause and affect anything
else that's positively moving forward. So control the type of emotions you want
to display and you can control your environment that you're creating.
For an example, there was a study that was done by the consulting firm Korn Ferry,
(23:24):
and they found that leaders with high levels of emotional intelligence were
more likely to be successful in navigating organizational change and achieving business results.
They were able to communicate vision and purpose, build trust and rapport with
their teams and manage emotional and psychological impacts of change on themselves
and others. On the flip side.
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Leaders who lack self-awareness and self-regulation are more likely to experience
burnout, stress and ineffectiveness in the face of change.
They may react impulsively or defensively to challenge, to challenges or setbacks.
They may alienate, demotivate their teams and struggle to maintain focus and resilience over time.
(24:06):
So how can we cultivate self-awareness and self-regulation as leaders?
Here are a few practices. Number one, this is number two. A sorry to a practice
mindfulness and reflection.
Write that down. Practice mindfulness and reflection.
Mindfulness is the practice of paying attention to the present moment with curiosity,
openness and non-judgment.
(24:28):
By regularly taking time to pause and reflect on our thoughts,
emotions and experiences, we can develop greater self-awareness and insight.
This can be as simple as taking a few deep breaths before a difficult conversation
or as structured as a daily meditation
or journaling practice to be seek feedback and input from others.
(24:51):
Self-awareness is not just about introspection, which is inside.
It's also about understanding how others perceive and experiences as leaders.
We can cultivate self-awareness by actively seeking feedback and input from
our teams, colleagues and stakeholders.
This can evolve formal 360 degree assessments as well as informal check ins
(25:12):
and conversations by being open to feedback and willing to learn and grow.
We can expand our self-understanding and adaptability.
Too many people lean on introspection to determine if they're being if they
have EQ or not emotional intelligence.
But you need to ask around you because these are the people that are that are
(25:33):
affected by how you allow your emotions to take advantage of you.
And to see, identify and manage triggers and stressors.
Self-regulation is about managing our own responses and reactions,
particularly in the face of stress and adversity.
To do this effectively, we need to be aware of our own triggers and stressors,
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the situations, people or experiences that tend to push our buttons or throws
our balance by identifying these triggers and developing strategies to manage them.
OK, we can improve our ability to stay calm and focus in challenging situations.
Take a deep breath, reframe and seek support to navigate it.
(26:16):
And 2D, practice self-care and stress management.
Self-regulation is not just about managing our reactions in the moment.
It's about proactively taking care of ourselves and managing our stress levels
over time. As leaders, it's essential that we prioritize self-care practices
like regular exercise, healthy eating, sufficient sleep and time for hobbies and relationships.
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By investing in our own well-being and resilience, we can show up more fully
and effectively for our teams and our organization. Let me tell you something.
Everybody, if you're a leader and you're a producer, everybody's problem is
an emergency. If you are a leader and a producer, everybody's problem is an emergency.
(27:00):
So don't get caught up in that. You have to regulate your emotions.
I know you want to help, but you cannot help and save everybody.
OK, you have to practice boundaries, self-care, stress management,
because those are the things that will help you last longer.
Leadership is a stressful practice.
It's a stressful profession. If you do not get a grip on your leadership and
(27:24):
ability to control your emotions and to control your stress levels to stay constant,
you always have hard ups and downs.
Do you guys know all the stories that we hear about amazing leaders and amazing
business practitioners and amazing organizational leaders that end up having
heart attacks and stressed out and eat bad in all these things because we don't control?
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We don't set boundaries and don't control our own stress levels.
Number three, cultivating connection and support.
That is the third key area of
resilient leadership, cultivating connection and support. Write it down.
As human beings, we are wired for connection, y'all, for the sense of belonging,
(28:08):
validation and care that comes from being part of a supportive community.
And the research has shown that social support is one of the most powerful predicators
of resilience and well-being, both in times of stress and in everyday life. Here's an example.
There's a study done at Harvard School of Public Health. It found that people
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with strong social connections had a 50 percent lower risk of premature death
than those with weak connections.
They also had lower rates of anxiety, depression, cognitive decline and higher
levels of self esteem, empathy and cooperation.
And the context of leadership in change, cultivating connection and support
is about creating a sense of psychological safety. There goes that word again
(28:55):
and belonging for ourselves and our teams.
It's about building trust and rapport, fostering open communication and collaboration
and providing the emotional and practical support that people need to navigate
the challenges and uncertainties of change.
So how can we cultivate connections and support as leaders? Here's a few key practices.
(29:16):
3A, build trust and psychological safety.
In every podcast, I feel like episode in this podcast, Bread to Lead,
I feel like we talk about psychological safety.
Psychological safety refers to the belief that one can speak up,
take risks and be vulnerable without fear of negative consequences.
It's the foundation of trust and connection in any team or organization.
(29:40):
As leaders, we can cultivate psychological safety by modeling openness and vulnerability,
encouraging diverse perspectives and ideas and creating a culture of learning and experimentation.
3B, foster open communication and collaboration.
Connection and support thrive in an environment of open communication and collaboration.
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As leaders, we can foster this environment by regularly checking in with our
teams, encouraging feedback and input, and creating opportunities for cross-functional
collaboration and knowledge sharing.
By breaking down silos and promoting a sense of shared purpose and identity,
we can build stronger, more resilient teams.
(30:24):
C3C, provide emotional and practical support. I'm so sick of these corporate
settings where y'all, we act like people are not human beings,
like emotion or having that support for emotion.
It can't be at the facility. It can't be on site and people have to suppress
their feelings and their emotions and don't get to communicate it out,
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which is what happens when it goes a big bang.
OK, so emotional intelligence says if I am able to give them a place for us
to communicate about feelings, emotions, facts and truths before a blow up,
the odds of there ever being a blow up is actually slimmer to none.
Navigating change and uncertainty can be emotionally and practically challenging
(31:07):
for individuals and teams.
As leaders, we can provide support by actively listening and validating people's
experiences by offering resources and accommodations as needed and creating
space for self-care and stress management.
By showing genuine care and concern for people's well-being,
we can build trust and loyalty and foster a sense of shared commitment to the journey ahead.
(31:30):
And 3D, cultivate a network of mentors and peers.
Lord, if you could do bad all by yourself, you would have got it done.
If you could do bad all by yourself, you will already be where you want to be.
You can't do it alone. As leaders, it's essential that we have our own source
of connection and support, both within and outside of organizations.
(31:53):
By cultivating a network of mentors and coaches and peers who can offer guidance,
perspective and encouragement, we can build our own resilience and adaptability in the face of change.
This can involve joining professional associations, practice of participating
in leadership development programs, or simply reaching out to colleagues and
(32:16):
friends for advice and support.
Cultivating connection and support is not always easy, particularly in a world
that often values independence and self-sufficiency.
It requires vulnerability, empathy and willingness to ask for and offer help
by intentionally building a culture of trust, collaboration and care.
We can create a sense of shared resilience and purpose that enables us to navigate
(32:41):
even the most challenging changes and transitions.
Y'all, when I lost all that money, $4.5 million cash, not opportunity. I was crying.
My stomach went to my butt area.
And my brain was in my stomach. I felt like I was the worst leader and business
owner this side of heaven. And then I paid for a mentorship.
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It cost me thirty thousand for one hour. The best money I've ever invested.
He ended up giving me like four hours in paying for me to go courtside.
Or it's probably his seats, a courtside to watch Utah Jazz and the Lakers.
But what he told me was crazy he said dr j you have a goal of this much right i said yes he said,
(33:29):
do you know what it takes to get here so no i've never been he said these kind
of losses because i guarantee you never make that loss again i said that's right
he said try try losing 40 million,
a couple of months ago didn't complain to me about your four million he runs
a hedge fund fund, half a billion dollar hedge fund.
(33:51):
And that put things into perspective for me.
Our mentality, fears, thoughts of failure, feelings of inadequacy are only privy
to our current experiences.
So in order for you to actually know if you're on the right page or not,
it's for you to talk to people who have already been there, done that,
(34:14):
to let you know if this this is a part of the routine or if you're completely off.
I told him what went on. I told him how it transpired. I told him the loss.
I told him the oversight, the undersight, the risk parameters I had in place.
A couple of adjustments I could have made if I had the experience,
but I didn't have the experience and I didn't have people like him in my circle.
At the time, I felt like there was nothing I could do to lose.
(34:38):
And that was a hard, critical loss that woke me up.
But it's not something that hasn't been done before.
You know what happens when you actually meet people that's been there where
you've been, done what you've done?
It's trained over 15,000 people, led organizations in the hundreds,
built amazing companies from scratch. You know what you can learn from people like that?
(35:02):
Everything you haven't experienced. So you have a problem, you can actually
call them and they can process with you and let you think about all the effects
that could happen versus what could happen.
So when you do make that risk, you already are prepared for the consequences
that come with it. There's nothing worse than getting hit in the face with a
consequence that you did not see coming.
I'm OK with taking a loss as long as I was able to realize or see that loss
(35:26):
could be a potential. potential, that risk could be a potential loss.
And it happens that way. I'm fine because I know I prepare for it.
That's why mentorship and peers are important.
That's why if you're in healthcare, you should join SIPP's Leadership Institute,
where you can talk with peers that are all on a journey of leadership at different capacities.
Number four, the fourth key area in resilient leadership is finding purpose and meaning.
(35:50):
Number four, write it down, finding purpose and meaning. meaning purpose refers
to the sense of direction, significance and contribution that we derive from our work and our lives.
It's the answer to the question. Why do I do what I do? What difference do I
want to make in the world?
(36:10):
Research has shown that a strong sense of purpose is associated with a range
of positive outcomes, including greater resilience, well-being and performance.
For an example, a study by the consulting firm Imperative found that purpose
oriented employees were 54 percent more likely to stay with their company for
(36:30):
more than five years and 30 percent more likely to be high performers.
So what does that mean? That means that in the context of leadership and change,
finding purpose and meaning is about connecting our own sense of values.
And aspirations with the larger mission and impact of our organization.
(36:51):
It's about finding the deeper why behind the work we do.
I tell people all the time, you can always figure out how and what to do,
but why and when to do it is different.
And using that why as a source of motivation. Your why doesn't have to be like
my children. Like, no, your why can really be something that's just you.
Nobody has control to tell you what your why is supposed to be, but you.
(37:14):
Why are you there? What impact that you want to make? Studies have also shown
that people who actually care about making an impact with where they are,
actually see more growth, development and opportunities for advancement,
career and money wise, than people that are just there to do the job.
If you're there, you might as well find purpose of why you're there. What are you learning?
There's so many people that I even talk to that want to be entrepreneurs that
(37:37):
worked in corporate America. And I'm like, what did you learn from corporate
America? Man, I was there.
I hated being there. You're so focused on hating being at work that you don't
get the paid training that you get for being on a job.
You don't get you don't become a leader when you get promoted to a leadership role.
You are a leader before you get promoted. hold it. My mentor told me this,
(37:58):
and I probably already told you guys this too.
Before I made my million, he said, you become a millionaire before you make a million.
Because money is just currency, it's energy. It flows to whoever can hold it.
So if you're not a millionaire already, it's going to, even if you make it,
it's going to dissipate away from you. I said, ooh.
So how do I become a millionaire? I walk like one, I talk like one,
(38:21):
I act like one. How do I become a leader?
I walk like one. I talk like one. I act like one. I process like one.
My integrity is like one. My development is like one. My commitment to change
and learning is like one.
And I and I and I operate with purpose. Some people ask, why did you if your
company is doing so well, why did you join SIPs?
Because I don't move because my company is doing well financially.
(38:42):
I move when there's purpose, when I can change something. I could be a part
of creating something that can innovate an industry.
Do you know what happens when we innovate the central store process in industry?
How many more lives will be saved that we can get this these equipment and these
instruments to these doctors the right way?
How many more hospitals can stay open? How many more families don't have to
(39:05):
worry about anyone dying because of an infection? All of these things are important.
4A, write it down. Clarify your values and priorities.
Purpose starts with a clear understanding of our own values and priorities.
The beliefs, principles, and aspirations that guide our choices and actions.
As leaders, we can cultivate this understanding through reflection,
(39:26):
journaling, and value assessments, as well as through conversations with trusted
mentors and peers by getting clear on what matters most to us.
We can make more purposeful and aligned decisions in our work and our lives for me.
Connect your work to a larger mission. Stop just going to work just to do the
(39:47):
job. Think about what larger mission can you be a part of.
Purpose is not just about personal fulfillment. It's also about contributing
to something larger than ourselves. As leaders, we can find greater meaning
and motivation by connecting our day-to-day work to the larger mission and impact of our organization.
This can involve regularly communicating the vision and values of the organization,
(40:09):
highlighting the positive differences that our products, our services,
our initiatives make in the world, and celebrating the achievements and milestones along the way.
Connecting your work to a larger mission is important. So as a leader,
it is your job to make sure that your team understands a larger mission.
And are realistic about it. And
you as a growing leader, always connect yourself to the larger mission.
(40:33):
It will keep you fully focused there to get the most out of your opportunities.
I see too many people take advantage of opportunities by not going all the way in.
4C, find opportunities for growth and development. Purpose is often tied to
a sense of learning, growth and mastery.
The feeling that we are developing our skills and capabilities in service of something meaningful.
(40:55):
As leaders, we can cultivate this sense of growth and development by seeking
out new challenges and opportunities, investing in our own learning and development
and supporting growth and development of our teams.
You have to invest into your own education and growth, both personally and through
your industry, as well as your teams.
There's so many organizations that want people to be cookie cutter ready for
(41:17):
leadership roles, but don't have enough money to money to pay a leader.
You want a team full of leaders, but don't have the cap to pay a team full of leaders.
So that's why that development track is important.
Investing in their education, investing into their development.
So through time, through their growth, through their value that they're bringing
to organization, the organization can save more money or make more money,
(41:39):
which a lot more budget to actually pay them to have all those leaders in place.
You can't expect to have an organization full of leaders, but not a budget to
have it. So there has to be some type of leadership development track.
4D, reframe challenges as opportunities We already said this earlier Reframe
them My challenge, my failure is an opportunity,
(42:02):
This obstacle is something I will conquer Maybe not today I may be getting my
butt whooped tomorrow But eventually I will have this obstacle's number And when I do,
oh you better believe it I'm going to showboat my butt off Let this obstacle
know you ain't got nothing on me What do they say?
New level, new devils. What does that simply mean? A new obstacle.
(42:25):
That's it, Dodo. Nothing big.
There's going to be something that you go against that you've never experienced before.
How can you beat something that you've never experienced before that has been
on that level the whole time?
Think about it. Now, think about the expectations we put on ourselves to beat
an obstacle on a on a new level that we've never seen. How crazy is that?
(42:50):
That's why scripture says that we should consider it joy to go through trials
and tribulations, because it's the trials and tribulations that endures our faith.
How can what is faith to believe is already there and work as if it's already done?
I believe that my goals, my dreams are already there waiting on me.
I'm going to work today as if it's already done. That's faith.
How do you know that? Because you have to know it exists. How do you know it exists?
(43:12):
By knowing that whatever you're going through, whatever troubles and trials
and tribulations that you're facing, you will get through it.
It's just a matter of time for you to figure out that level.
So stop putting so much on yourself. We don't even understand the level.
And the fifth one, our fifth and final key area of resilient leadership.
(43:33):
Developing adaptability and flexibility. Oh, we adaptability refers to the ability
to adjust and modify our approaches, strategies and behaviors in response to
changing circumstances and demands.
Flexibility refers to the willingness and ability to pivot and change course
when needed, rather than rigidly adhering to predetermined plan or path.
(43:56):
In today's fast paced, complex and uncertain world, adaptability and flexibility
are essential skills for leaders at all levels.
The challenges and opportunities we face are constantly evolving,
and the strategies and solutions that worked in the past may not be effective in the future.
To navigate this landscape successfully, we need to be able to learn,
(44:17):
grow and adapt on an ongoing basis. Let me tell you a small tidbit I've learned.
If something in the past used to work really well and you're starting to see
it doesn't work as effectively or efficiently anymore, that's the time you invest
into learning what new ways can you innovate what you used to do.
People wait until what used to work now flatlines to make adjustments.
(44:40):
And now you're panicking. Now you're now you're stressed out.
Now everything is more than it has to be. The moment that you see that whatever
strategy that you've been using is not working as effectively anymore,
you need to be investing like H.E.W.
Hockey sticks in research and
development and training to find how to make the thing work in a new way.
(45:01):
Don't wait until the last minute. Sucky. I am saying his words.
Sucky leaders wait until the last minute to make adjustments and adapt,
which is why our organizations always fall flat on this face.
Once I see change changing, I got a rule. Y'all know my rule.
When facts change, so do I. Yes, it worked last year. It ain't working this
(45:25):
year. We need something else now. Pronto stat.
OK, so there was research. There's some research that has been shown.
That adaptability and flexibility are key predicators of resilience and success,
both in leadership and in life.
For an example, there's a study by the Center for Creative Leadership found
(45:49):
that most successful leaders were those who were able to adapt their leadership
style and approach to fit the need and demands of different situations and contexts.
They were able to flex between different modes of leadership,
such as directing, coaching, supporting and delegating based on the readiness
and capabilities of a team.
You should not be leading the same way every time.
(46:10):
There are some times in our business journey, in our organizational journey where I am a dictator.
We're moving in this capacity because we don't have enough time for me to get
your thoughts and your concerns from your perspective,
perspective especially when I know that you're not training you're not
reading you're not developing as much as me we don't
(46:31):
have time I don't have time to take in
your ideas when I know that they're
just off of emotions with no facts based now when we up we got some cushion
we're out of a tough time it's clear skies I'm open to taking perspectives and
teaching and coaching and throwing it back at them but when we have to get some
stuff done I don't take any outside advice from people that haven't done it.
(46:55):
I don't. Why? Because it's too much of a risk variation to take ideas and emotions
and thoughts and perspective from people that aren't as bought in to the opportunity,
to the organization, to the mission of the system or the institution as much as you are.
So me taking advice from a part-time person in their mind, they're full-time
(47:17):
physically, but they're part-time in their mind.
Me taking advice or taking in critique from them, It takes too much information. It's too draining.
And my team know in certain areas, I'm not asking your advice.
I'm telling you what's going on in other areas. I'm more open.
It just depends on what's going on. It just depends.
So here's how we can cultivate adaptability and flexibility as a leader. One.
(47:41):
This is five, a five, a write it down. Embrace learning mindset.
Said, didn't I say that earlier?
Embrace, continue learning. If you're ever comfortable and feel like you shouldn't
be learning or reading anymore, you're already dying as a leader.
I can tell the quality of the leadership based on how fast they pick up new
stuff, because when you're learning all the time, the list, the the the your brain's elasticity.
(48:07):
I think that's how you say it. If you're listening, that ain't how you say it.
Just just type it somewhere.
But your brain's elastic ability to be able to maneuver in and stretch is determined
based on how you often you stretch it. Just think about your body. Right.
If you flex all the time, you'll be flexible. But if you don't,
if you don't stretch all the time, you're not going to be flexible.
(48:28):
So when you have to stretch, it's going to hurt really bad.
So what your body actually is capable of doing, you can't do because you don't practice doing it.
So it makes you stiff and rigid, which makes everything else break down.
The more stiff and rigid you are as a leader, the harder it's going to be to
lead during times that require you to be flexible.
Flexible it requires it 5b practice
(48:52):
scenario planning and contingency thinking i tell
people all the time you build your organization on everything
bad happening not everything good why because
everybody plans for the good to happen and never the bad but what always happens
more than a good bad so when i'm building my organization i'm building my leadership
track i'm building my career plan i'm investing in my team i invested i'm investing
(49:15):
in the people the question that i I have for myself is, guess what, y'all?
What is the worst that can happen and can I stomach it? Me investing $5,000
into this person and then after they get the training, they leave,
can I stomach that? Well, it just depends.
If I invest this much money, what am I putting in place?
What contingencies am I putting in place that they leave too soon,
(49:37):
they pay me that back, or can I get them to work more while they're getting
the training so that we get the benefit up the training as they're taking a
training versus after they finish.
These are things that you are contingent on. The growth of the company.
OK, when I'm talking about the growth of the company, I want to grow the company.
What's the worst that can happen with us putting money up for marketing, branding?
(49:59):
OK, when I assess the worst that can happen, can I stomach it?
And are we strong enough to continue to do what else we're doing?
That's what contingency thinking is. You're already thinking of solving the
problems that may come up. Taking advice from people that's been in your seat.
What are some things that came up with you? Putting contingency plans in place
that keeps your mind active and thriving. Think about some of the greatest warriors
(50:20):
didn't start war, didn't start planning for war when a war happened.
The most greatest warriors always kept their mind in war so that when war happened,
it's just practice. Just practice.
5C, foster a culture of experimentation and learning. We're talking about this,
y'all. We're repeating the same stuff. Guess what?
(50:42):
Create a culture where experimentation within reason makes sense.
Let them let them go through trial and error. It's fine.
5D cultivate diverse perspectives and networks, building with colleagues and
peers and mentors with diverse perspectives and networks.
But the same climb, the same successes. Those are what give you diversity.
(51:07):
Diversity. Diversity is not just color.
Diversity is perspective, environment, successes, industries, departments.
That's diversity. So you want to surround yourself with diverse thinking,
diverse thought, diverse people, diverse languages, just in the way people communicate.
I have some friends or colleagues that communicate and only use big words. I think it's crazy.
(51:30):
Just like I got some friends that only talk in slang. I think that's crazy.
And they all are successful.
They all run multimillion dollar organizations.
But me grabbing from everybody now puts me in a space I can communicate with
anyone that's within my organization.
Cultivating that diverse perspective is key as a leader and not being so rigid
(51:52):
in that helps you with that.
So as we come to the end of this deep dive into navigating change and cultivating
resilience, I want to leave you with a few final thoughts.
First, remember that resilience is not about avoiding or resisting change.
It's about developing the inner resources and outer skills to meet change with
courage, flexibility and grace.
(52:15):
It's about cultivating the mindset and practices that enable us to bounce back
from setbacks, learn from failures and thrive in the face of uncertainty and complexity.
Secondly, remember that resilience is not a solo endeavor.
It's a team sport. As leaders, we have the opportunity and the responsibility
to create cultures and environments that support resilience and well-being for
(52:38):
ourselves as well as our team members.
By modeling and encouraging practices like growth mindset, self-awareness,
connection, purpose, adaptability.
We can foster a sense of shared resilience and strengthen a face of change.
And finally, remember that resilience is not a fixed trait or a one time achievement.
It's an ongoing practice in a lifetime, a lifelong journey.
(53:00):
Just like any skill or muscle, resilience requires regular exercise and development
to maintain and grow over time.
By committing to the practices and principles we explore today and by seeking
out ongoing support and growth,
we can continue to cultivate our resilience and leadership capacity in service
(53:20):
of our teams, our organizations and our own well-being and fulfillment.
As the Greek philosopher Heraclitus famously said, change is the only constant in life.
As leaders, we have the opportunity and the responsibility to meet that constant
change with resilience,
courage and grace to develop the inner resources and outer skills to navigate
(53:43):
uncertainty and complexity with
clarity and conviction and to inspire and empower others to do the same.
So as you step forward into your own leadership journey, I invite you to embrace
the practices and principles of resilient leadership to cultivate a growth mindset,
self-awareness, connection, purpose and adaptability in your own life and work.
And to remember that your resilience and leadership are not just about you.
(54:08):
They're about the impact influence you have on the lives in the world around
you. And as the poet Maya Angelou once said, I can be changed by what happens
to me, but I refuse to be reduced by it.
May you meet these changes and challenges ahead with the same spirit of resilience,
growth and transformation.
(54:29):
And may you lead yourself and others to do the same.
No matter what the future holds. Thank you for joining me on this exploration
of navigating change and cultivating resilience.
It's an honor to be on this leadership journey with you. And I'm inspired by
your commitment to growth, impact, and resilience.
If this episode resonated with
you, I'd love to hear your thoughts and experiences. Share them with me.
(54:50):
Find me on LinkedIn. Hit me up on IG, Jake Taylor Jacobs, J-A-K-E-T-A-Y-L-E-R,
J-A-C-O-B-S. On LinkedIn, Dr.
Jake Taylor Jacobs. On Instagram, it's just Jake Taylor Jacobs.
You can share this podcast,
share with anyone, share this episode and visit us at www.bredtolead.com to
get access to the book, as well as the rest of our podcast and information that we have coming up.
(55:15):
And if you are a leader in the health care space, look forward to our Sips Leadership
Institute, where we're going to be building you up to be the best leader you
could be within a health care space. And if you are looking to get into health
care, reach out to SipsConsults.com.
We have information on there at the site. You can reach out to us so you can
figure out how to get in health care, how to change your career and what certifications
(55:37):
that you need that we provide that you don't have to go back to school for to get in health care.
If you want a deeper dive into these principles, follow me on all platforms.
Go and get the book because this podcast is just an extended conversation based
on our newest book, Bred to Lead. lead.
Until next time, keep leading with courage, compassion, and resilience.
The world needs more leaders like you now more than ever.
(56:00):
And together we can navigate the challenges and changes and create a future
of growth, impact, and possibility for all. This is your host, Dr. Jake Taylor Jacobs.
I love you. There's absolutely nothing you can do about it. Peace.
Music.
In our last episode, we explored the critical distinction between management
and leadership and the importance of making the leadership leap to drive meaningful,
transformative change.
We delved into the mindset and practices of effective leadership from problem
finding and empowerment to creating a compelling vision and modeling the change we seek to create.
Today, we're building on that foundation and tackling another crucial aspect
(00:21):
of leadership in today's fast-paced, ever-changing world.
It's navigating change and cultivating resilience. Because let's face it,
change is not just a constant in our organizations, in our lives.
It's an accelerating force that is reshaping everything from the way we work
and communicate to the very fabric of our society and economy. Let's get it.
(00:51):
Welcome to Bread to Lead, the podcast that empowers you to unleash your leadership
potential and making a lasting impact. Pack. I am your host, Dr.
Jake Taylor Jacobs, and I'm on a mission to help you cultivate the mindset and
skills to lead with purpose, authenticity, and heart.
As leaders, our ability to not just survive, but thrive in the face of change
(01:17):
is absolutely critical.
It's what allows us to adapt and innovate in the face of new challenges and
opportunities, to bounce back from setbacks and failures and to inspire and
empower our teams to do the same. But here's the thing.
Navigating change and cultivating resilience is not just a matter of having
(01:38):
the right strategies or tools.
It's about developing the right mindset and inner resources to meet change with
courage, flexibility, and grace.
It's about cultivating the mental, emotional, and spiritual capacity to lead
ourselves and others through the inevitable ups and downs of growth and transformation.
(02:02):
And that's what we're here to explore today. Drawing on the latest research
and insights from psychology and neuroscience and leadership studies,
as well as the hard-won wisdom of change leaders and practitioners,
we'll dive into the art and science of navigating change and cultivating resilience.
We'll look at the common challenges and pitfalls that leaders face in times
(02:23):
of change, from resistance and uncertainty to burnout and overwhelm.
We'll explore the key mindsets and practices that enables us to meet those challenges
with agility, adaptability and strength.
And we'll provide practical tools and strategies for developing resilience in
ourselves, our teams and our own lives so that we cannot just weather the storms
(02:47):
of change, but harness them for growth and transformation.
So whether you're leading a major organizational transformation,
navigating a personal or professional transition, or simply trying to keep up
with the accelerating pace of change in our world, this episode is for you.
It's about developing the inner resources and outer skills to lead with clarity,
(03:09):
conviction and resilience in the face of uncertainty and adversity.
And it's about empowering yourself and others not to just survive change, but to thrive in it.
But before we dive into the strategies and practices of resilient leadership,
let's take a step back and define what we mean by change and resilience in the first place.
(03:33):
Change in its simplest form is any significant alteration or transformation
in the state or condition of something over time. It can be positive or negative,
planned or unexpected, incremental or radical.
But whatever is form or magnitude, change is inevitable in an integral part of life.
(03:54):
From the cellular changes that occur that occurs in our bodies every moment
to the social and technological changes that are reshaping our world.
In context of leadership and organizations, change can take many forms from
shifts in strategy or structure to mergers and acquisitions to digital transformation and disruption.
(04:16):
It can be driven by external factors like market forces,
technology, technological advances or social and political upheaval or by internal
factors like new leadership, culture shifts or performance gaps.
But whatever is driver or manifestations, change is rarely a smooth or linear process.
(04:39):
It often involves uncertainty, complexity and resistance, both from ourselves and from others.
It can challenge our assumptions, disrupt our routines and push us out of our own comfort zones.
It can invoke a range of emotional responses from excitement and anticipation
to fear and anxiety to grief and loss.
(05:02):
That's where resilience comes in.
Resilience is the capacity to adapt and bounce back in the face of adversity, stress or change.
It's the ability to not just survive difficult experiences, but to learn and
grow from them, to emerge stronger, wiser, and more capable on the other side.
(05:22):
In psychological terms, resilience is often defined as a combination of three
key factors, challenge, commitment and control.
Challenge refers to seeing change in adversity as an opportunity for growth
and learning rather than as a threat or an obstacle.
Commitment refers to having a sense of purpose and meaning that motivates us
(05:45):
to persevere through tough times.
And control refers to believing that we have the ability to influence and shape
our own circumstances rather than being at the mercy of external forces.
At its core, resilience is about developing the inner resources and outer skills
to meet change with flexibility, adaptability and strength.
(06:08):
It's about cultivating the mindset and practices that enable us to bounce back
from setbacks, learn from failures, and thrive in the face of uncertainty and complexity.
And as the leaders, resilience is not just a nice to have quality.
It's an absolute necessity because change is not just something that happens to us as individuals.
(06:30):
It's something that we are often called upon to lead and navigate for others.
Whether we're guiding our teams through a major organizational transformation,
supporting our colleagues through a personal or professional transition,
or simply trying to keep our own energy and focus in the midst of constant change
or ability to model and cultivate resilience is critical. But here's the thing.
(06:54):
Resilience is not just something that we either have or don't have.
It's not a fixed trait or an innate quality. Rather, it's a set of skills and
practices that we can develop and strengthen over time through intentional effort and practice.
And that's what we're going to focus on for the rest of this episode.
The key mindsets and practices that enable us to cultivate resilience in ourselves and others.
(07:19):
Drawing on research and insights from psychology, neuroscience and leadership studies.
We're going to touch these things. Here are the five components we're going to touch.
Embracing a growth mindset, practicing self-awareness and self-regulation,
cultivating connection and support, finding purpose and meaning,
and developing adaptability and flexibility.
(07:41):
For each of these areas, we'll dive into the underlining principles and practices,
provide practical tools and strategies for application, and share real-world
examples and case studies of resilience, leadership, and action.
So let's get started with our first key area.
Embracing a growth mindset. If this is your first time listening to the podcast,
let me tell you this right now.
(08:01):
I used to be a teacher by trade. So I will start to tell you when to start taking notes.
This is the moment that you take out a pen, take out a piece of paper and take
notes or a moment that you notate because you're at work, you're driving, you can't take notes.
At what time did Dr. Jake begin to give points so that she can go back,
re-listen to it and write Write it down, because the purpose of this podcast,
(08:23):
it's not for you to just listen to being inspired and go off to your merry way.
The purpose of this podcast is give you applicable strategies and steps and
tips and techniques that you can use today, tomorrow, the next second after
you listen to the podcast.
So this is what I want you to do. In the meantime, while you're getting your
pen and paper, if you have not received or do not know Bread to Lead,
(08:45):
the book is out in stores. or Amazon, you can go to breadtolead.com,
B-R-E-D, not bread that you eat, but bread that you train.
Bread to Lead is on Amazon. Bread to Lead is also at our site,
breadtolead.com, B-R-E-D, two, T-O-L-E-A-D.com.
It's on the page. And if you did not know who this podcast is endorsed or sponsored
(09:08):
or done for, it is for Sips Healthcare Solutions.
We are all things central store sterile process in the healthcare space.
We renovate, we change, we transform sterile processing departments all over the country.
This is something that we work with. We work with people. We work with change transformation.
We work with change, work with technologies, all the things that we do within
our company. And we're pioneers of leadership traveling in a sterile processing department.
(09:32):
So if you're listening right now, you're in healthcare, you don't have a job,
reach out to us. You can go to SipsConsults.com.
We can find opportunities in healthcare. If you're interested in getting into
healthcare and you do not have all the stuff that you need for certification.
We also will train you to. And if you are interested in our SIPs Leadership
Institute for healthcare providers, for healthcare leaders, if you want to grow
(09:54):
as a leader in the healthcare system, find out about our SIPs.
Leadership Institute, which is coming soon, soon, soon, soon.
If you ever want to get any updates or any first movers tidbits,
you need to listen to the podcast.
Now that you have your pen, you know about our book, you know about our company,
you know what we do, you know the opportunities that we have.
(10:16):
Let's go back and get to the tip. Now, number one, embracing a growth mindset.
One of the most fundamental shifts we can make as leaders to cultivate resilience
is to embrace a growth mindset coined by Stanford psychologist Carol Dweck.
A growth mindset is the belief that our abilities and intelligence can be developed
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and expanded through effort, learning and persistence.
In contrast, a fixed mindset is the belief that our ability and our intelligence
are static and unchangeable, that we are either born with certain talents and
capacities or we are not.
People with a fixed mindset tend to avoid challenges, give up easily in the
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face of obstacles and see effort as a sign of weakness or lack of ability.
But here's the thing. Research has shown that our mindset has a profound impact
on our resilience and success.
Both in leadership and in life, the study after study, individuals with a growth
mindset have been found to achieve better outcomes in areas ranging from academic
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performance to professional enhancement to personal relationships.
For an example, in one study, Dweck and her colleagues followed a group of seventh
graders over the course of two years, tracking their academic performance and
attitudes toward learning.
They found that students with a growth mindset, those who believe that their
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intelligence could be developed, significantly outperformed the fixed mindset
peers, even when controlling for initial ability levels.
What's more, the growth mindset students were more likely to take on challenging
tasks, persist in the face of setbacks and bounce back from failures.
They saw mistakes as obstacles, not as indictments of their intelligence or
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worth, but as opportunities for learning and growth.
And as a result, they were able to achieve a higher level of cultivate and cultivate
greater resilience in the face of academic and personal challenges.
The same principles apply in the realm of leadership and organizational change.
Leaders with a growth mindset are more likely to embrace change as an opportunity
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for learning and development.
Rather than a threat or disruption. They are more willing to take risks,
experiment with new approaches, and learn from failures and setbacks.
And they are better able to inspire and empower their teams to do the same.
So how can we cultivate a growth mindset in ourselves and others?
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Here are a few key practices. A, we're still in one. We're still in one. This is just one A.
One A, reframe challenges as opportunities.
That's what you got to do. with faced with difficult situation or obstacle,
take a step back and ask yourself, what can I learn from this experience?
How can I use this challenge to grow and develop as a leader?
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By reframing challenges as opportunities for learning and growth,
we can shift our mindset from one of fear and avoidance to one of curiosity and engagement.
1B, embrace failures as feedback. In a growth mindset, failure is not a reflection
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of our intelligence or worth.
It's simply feedback on what we need to learn and improve.
When we experience a setback or failure rather than beating ourselves up or
giving up, we can ask, what can I learn from this experience?
What do I need to do differently next time? By embracing failure as feedback,
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we can use it as a springboard for growth and resilience. Let me pause here
parenthetically for a second.
If you ever find yourself around people that continue to use your past failures
as a platform to look down on you, disregard anything that they say.
If you're surrounded amongst people who use what you failed at in the past as
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a way to stab against you and you allow that to change how you feel about yourself emotionally.
Unfortunately, yeah, yeah, yeah, yeah, yeah, yeah. You need to you need to you
need to change that immediately.
Here's why. This is what I learned. The moment I took the sting away from people
trying to make me look bad because of certain failures that I've had.
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When I took that sting away and when I failed, I saw that it was a way for me
to learn and grow and develop.
It absolutely it makes it makes them look real crazy when they say,
oh, yeah, but you failed at this. Of course I did.
And it's still outproduce anything that you put to the table.
I remember when my company went through this weird time before I joined Sips,
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my firm that I founded, I started.
We lost like four point five million dollars in 45 days because of a bad partnership.
And I overlooked a bunch of red flags and it almost collapsed the company.
We had to revamp, change a whole lot of stuff because we were a debt free.
We're a debt-free company. We were cash heavy, reserve heavy. So that hit us bad.
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And so what I found was that a lot of people who didn't achieve half of what
I, a percent of what I've done in my early age of leadership and growth and building businesses.
Those were the ones that were using like these little pitchforks to poke at
me about mistakes or what I should have done or what I couldn't have done.
And one thing that's pointed out to me, my mentor said, if they could have done
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it, they would have did it. And if they would have did it, they would never
ridicule you, because what happened to you has happened to every great businessman
or woman that's crossed this planet.
See, those that are wanting and they understand the cost that it takes to take
a risk and do something great.
They understand that with great risk comes great failure, but great learning
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opportunities right after.
If they are being a stickler of the things that you've done wrong,
that you fixed and they stay in that world, keep them there and don't bring them back.
Because you have to learn how to embrace failure as feedback.
If you truly want to see yourself succeed as a leader.
Listen, I will fail at something. I will look and say, yep, it didn't work.
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Let's try again, because what I cannot afford is for my self-confidence and
my belief in myself to be diminished because someone who was scared to risk
it or who never have been in my shoes before.
It's easy for them to give advice, advice from the stands. There's another example.
It's easy to tell an NBA basketball team and a coach what they should have done on the court.
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When when you're a coach for little league you struggle at the little league
level and they're winning on a big league level so sometimes you also have to
consider the source of your criticism,
if you consider the source of your criticism it'll definitely help you mitigate
the emotions that are stirring up inside of you that will end up changing your
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environment your emotional state controls your environment.
So you have to, you have to celebrate learning. You have to be thankful to God
that you made mistakes that you've learned because think about your life.
Now, the decisions that you make are not from the successes that you had.
They're from the failures that you had in your life that help guide you in the
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decisions that you make today.
I always remember that one C cultivated love of learning.
A growth mindset is fundamentally about the love of learning,
a curiosity and passion for expanding our knowledge and skill.
Let me Donnie, our CEO here.
She got me like these cute socks, right? And it's not the socks.
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That's cool. What's cool is that the socks have books on it,
but what's written on the bottom of the feet, it says so many books,
so little time, anyone that knows me, knows that Dr.
Jake loves to read. I listen to audio books. I listen to podcasts.
I watch YouTube videos. I get in extra courses. I read extra books.
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I'm always trying to cultivate this love of learning.
To love something, to cultivate, you have to do it often and understand how
much more value it brings to you and how many more lessons that you can now
have in your repertoire and more moves that you have as a leader because of
your knowledge to be able to grow.
If you do not fall in love with learning, you're not ever going to fall in love with leading.
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1D, celebrate effort and progress.
In a growth mindset, effort and progress are just as important as outcomes and achievement.
As leaders, we can reinforce this mindset by celebrating and acknowledging the
hard work and the incremental improvements of our teams.
Rather than just focusing on the end results by valuing and recognizing effort
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and progress, we can create a culture of continuous learning and development.
Embracing a growth mindset is not always easy, especially in a world that often
values and rewards fixed traits like talent and intelligence.
But by intentionally cultivating the practices and habits of growth mindset,
we can develop greater resilience and adaptability in the face of change and uncertainty.
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And we can inspire and empower our teams to do the same. Listen.
I remember growing up and playing basketball and feeling like I was so far behind
because all of my little natural attributes came last. So I had to actually
learn the game of basketball.
All of my friends that can jump high, that were super fast, that just had these
innate abilities that took a while for my body to develop into everywhere they
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heard. They were great. They were amazing.
There's nothing you could do. There's nobody can stop you. You're going to be
doing all these great things.
But by the time my body caught up to me learning and training,
I blew past everyone that was considered to be better than me when we were younger. Why?
Because that person was never put in any fire that challenged them to make them
get better. Well, my father taught me every day what I did wrong.
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Their father told him every day what they did right and never talked about the wrong.
What does that force now that creates them to be in an environment to where
any time they get critique or criticism, it crushes their confidence.
And my dad built me on the failures. So if somebody gave me criticism,
it didn't hurt me because he taught me how to learn from my mistakes.
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And if somebody bigged me up, I'm always asking, what can I do better so I can
continuously learn and grow?
As a leader, you have to adopt that same mentality.
Somebody gives you kudos. Now immediately reset that and say,
what can we do to get better?
I want to get better. I'm not telling you not to celebrate your successes.
I'm telling you to understand that with every form of success,
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there are areas you can get better to develop to become a better leader for
your team, for your family, for yourself and for the world.
Number two, write it down. Practicing self-awareness and self-regulation.
I just talked to my team today about this.
Another key area of resilient leadership is practicing self-awareness and self-regulation.
Self-awareness refers to the ability to accurately perceive and understand our
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own thoughts, emotions and behaviors, as well as their impact on others.
Self-regulation refers to the ability to manage and control our own responses
and reactions, particularly in the face of stress or adversity.
OK, together, self-awareness and self-regulation form the foundation of emotional
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intelligence, the ability to recognize and manage our own emotions.
If you are an emotional person, you probably lack emotional intelligence because
emotional intelligence teaches us that when you regulate your emotions, you control the room.
If you lead with your emotions and your emotions cause you to make decisions,
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have shouting matches or already form a thought.
If you're forming a thought about a person, an opportunity, a position,
a leader through emotions, that will let you know that your EQ is not as high.
Because logically, logically, you have to control the emotions that you have.
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And I literally just talked about this today with my team. And I'm actually
going to break down to you what emotions the root word is. The root word of
emotion means to move out, to move away, to remove, to stare up, to irritate.
So when I'm emotional, when I'm emotional, I'm staring up.
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I'm moving out. I have strong feelings towards something.
I'm stirring up my environment in my world that could cause and affect anything
else that's positively moving forward. So control the type of emotions you want
to display and you can control your environment that you're creating.
For an example, there was a study that was done by the consulting firm Korn Ferry,
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and they found that leaders with high levels of emotional intelligence were
more likely to be successful in navigating organizational change and achieving business results.
They were able to communicate vision and purpose, build trust and rapport with
their teams and manage emotional and psychological impacts of change on themselves
and others. On the flip side.
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Leaders who lack self-awareness and self-regulation are more likely to experience
burnout, stress and ineffectiveness in the face of change.
They may react impulsively or defensively to challenge, to challenges or setbacks.
They may alienate, demotivate their teams and struggle to maintain focus and resilience over time.
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So how can we cultivate self-awareness and self-regulation as leaders?
Here are a few practices. Number one, this is number two. A sorry to a practice
mindfulness and reflection.
Write that down. Practice mindfulness and reflection.
Mindfulness is the practice of paying attention to the present moment with curiosity,
openness and non-judgment.
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By regularly taking time to pause and reflect on our thoughts,
emotions and experiences, we can develop greater self-awareness and insight.
This can be as simple as taking a few deep breaths before a difficult conversation
or as structured as a daily meditation
or journaling practice to be seek feedback and input from others.
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Self-awareness is not just about introspection, which is inside.
It's also about understanding how others perceive and experiences as leaders.
We can cultivate self-awareness by actively seeking feedback and input from
our teams, colleagues and stakeholders.
This can evolve formal 360 degree assessments as well as informal check ins
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and conversations by being open to feedback and willing to learn and grow.
We can expand our self-understanding and adaptability.
Too many people lean on introspection to determine if they're being if they
have EQ or not emotional intelligence.
But you need to ask around you because these are the people that are that are
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affected by how you allow your emotions to take advantage of you.
And to see, identify and manage triggers and stressors.
Self-regulation is about managing our own responses and reactions,
particularly in the face of stress and adversity.
To do this effectively, we need to be aware of our own triggers and stressors,
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the situations, people or experiences that tend to push our buttons or throws
our balance by identifying these triggers and developing strategies to manage them.
OK, we can improve our ability to stay calm and focus in challenging situations.
Take a deep breath, reframe and seek support to navigate it.
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And 2D, practice self-care and stress management.
Self-regulation is not just about managing our reactions in the moment.
It's about proactively taking care of ourselves and managing our stress levels
over time. As leaders, it's essential that we prioritize self-care practices
like regular exercise, healthy eating, sufficient sleep and time for hobbies and relationships.
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By investing in our own well-being and resilience, we can show up more fully
and effectively for our teams and our organization. Let me tell you something.
Everybody, if you're a leader and you're a producer, everybody's problem is
an emergency. If you are a leader and a producer, everybody's problem is an emergency.
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So don't get caught up in that. You have to regulate your emotions.
I know you want to help, but you cannot help and save everybody.
OK, you have to practice boundaries, self-care, stress management,
because those are the things that will help you last longer.
Leadership is a stressful practice.
It's a stressful profession. If you do not get a grip on your leadership and
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ability to control your emotions and to control your stress levels to stay constant,
you always have hard ups and downs.
Do you guys know all the stories that we hear about amazing leaders and amazing
business practitioners and amazing organizational leaders that end up having
heart attacks and stressed out and eat bad in all these things because we don't control?
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We don't set boundaries and don't control our own stress levels.
Number three, cultivating connection and support.
That is the third key area of
resilient leadership, cultivating connection and support. Write it down.
As human beings, we are wired for connection, y'all, for the sense of belonging,
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validation and care that comes from being part of a supportive community.
And the research has shown that social support is one of the most powerful predicators
of resilience and well-being, both in times of stress and in everyday life. Here's an example.
There's a study done at Harvard School of Public Health. It found that people
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with strong social connections had a 50 percent lower risk of premature death
than those with weak connections.
They also had lower rates of anxiety, depression, cognitive decline and higher
levels of self esteem, empathy and cooperation.
And the context of leadership in change, cultivating connection and support
is about creating a sense of psychological safety. There goes that word again
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and belonging for ourselves and our teams.
It's about building trust and rapport, fostering open communication and collaboration
and providing the emotional and practical support that people need to navigate
the challenges and uncertainties of change.
So how can we cultivate connections and support as leaders? Here's a few key practices.
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3A, build trust and psychological safety.
In every podcast, I feel like episode in this podcast, Bread to Lead,
I feel like we talk about psychological safety.
Psychological safety refers to the belief that one can speak up,
take risks and be vulnerable without fear of negative consequences.
It's the foundation of trust and connection in any team or organization.
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As leaders, we can cultivate psychological safety by modeling openness and vulnerability,
encouraging diverse perspectives and ideas and creating a culture of learning and experimentation.
3B, foster open communication and collaboration.
Connection and support thrive in an environment of open communication and collaboration.
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As leaders, we can foster this environment by regularly checking in with our
teams, encouraging feedback and input, and creating opportunities for cross-functional
collaboration and knowledge sharing.
By breaking down silos and promoting a sense of shared purpose and identity,
we can build stronger, more resilient teams.
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C3C, provide emotional and practical support. I'm so sick of these corporate
settings where y'all, we act like people are not human beings,
like emotion or having that support for emotion.
It can't be at the facility. It can't be on site and people have to suppress
their feelings and their emotions and don't get to communicate it out,
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which is what happens when it goes a big bang.
OK, so emotional intelligence says if I am able to give them a place for us
to communicate about feelings, emotions, facts and truths before a blow up,
the odds of there ever being a blow up is actually slimmer to none.
Navigating change and uncertainty can be emotionally and practically challenging
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for individuals and teams.
As leaders, we can provide support by actively listening and validating people's
experiences by offering resources and accommodations as needed and creating
space for self-care and stress management.
By showing genuine care and concern for people's well-being,
we can build trust and loyalty and foster a sense of shared commitment to the journey ahead.
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And 3D, cultivate a network of mentors and peers.
Lord, if you could do bad all by yourself, you would have got it done.
If you could do bad all by yourself, you will already be where you want to be.
You can't do it alone. As leaders, it's essential that we have our own source
of connection and support, both within and outside of organizations.
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By cultivating a network of mentors and coaches and peers who can offer guidance,
perspective and encouragement, we can build our own resilience and adaptability in the face of change.
This can involve joining professional associations, practice of participating
in leadership development programs, or simply reaching out to colleagues and
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friends for advice and support.
Cultivating connection and support is not always easy, particularly in a world
that often values independence and self-sufficiency.
It requires vulnerability, empathy and willingness to ask for and offer help
by intentionally building a culture of trust, collaboration and care.
We can create a sense of shared resilience and purpose that enables us to navigate
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even the most challenging changes and transitions.
Y'all, when I lost all that money, $4.5 million cash, not opportunity. I was crying.
My stomach went to my butt area.
And my brain was in my stomach. I felt like I was the worst leader and business
owner this side of heaven. And then I paid for a mentorship.
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It cost me thirty thousand for one hour. The best money I've ever invested.
He ended up giving me like four hours in paying for me to go courtside.
Or it's probably his seats, a courtside to watch Utah Jazz and the Lakers.
But what he told me was crazy he said dr j you have a goal of this much right i said yes he said,
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do you know what it takes to get here so no i've never been he said these kind
of losses because i guarantee you never make that loss again i said that's right
he said try try losing 40 million,
a couple of months ago didn't complain to me about your four million he runs
a hedge fund fund, half a billion dollar hedge fund.
(33:51):
And that put things into perspective for me.
Our mentality, fears, thoughts of failure, feelings of inadequacy are only privy
to our current experiences.
So in order for you to actually know if you're on the right page or not,
it's for you to talk to people who have already been there, done that,
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to let you know if this this is a part of the routine or if you're completely off.
I told him what went on. I told him how it transpired. I told him the loss.
I told him the oversight, the undersight, the risk parameters I had in place.
A couple of adjustments I could have made if I had the experience,
but I didn't have the experience and I didn't have people like him in my circle.
At the time, I felt like there was nothing I could do to lose.
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And that was a hard, critical loss that woke me up.
But it's not something that hasn't been done before.
You know what happens when you actually meet people that's been there where
you've been, done what you've done?
It's trained over 15,000 people, led organizations in the hundreds,
built amazing companies from scratch. You know what you can learn from people like that?
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Everything you haven't experienced. So you have a problem, you can actually
call them and they can process with you and let you think about all the effects
that could happen versus what could happen.
So when you do make that risk, you already are prepared for the consequences
that come with it. There's nothing worse than getting hit in the face with a
consequence that you did not see coming.
I'm OK with taking a loss as long as I was able to realize or see that loss
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could be a potential. potential, that risk could be a potential loss.
And it happens that way. I'm fine because I know I prepare for it.
That's why mentorship and peers are important.
That's why if you're in healthcare, you should join SIPP's Leadership Institute,
where you can talk with peers that are all on a journey of leadership at different capacities.
Number four, the fourth key area in resilient leadership is finding purpose and meaning.
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Number four, write it down, finding purpose and meaning. meaning purpose refers
to the sense of direction, significance and contribution that we derive from our work and our lives.
It's the answer to the question. Why do I do what I do? What difference do I
want to make in the world?
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Research has shown that a strong sense of purpose is associated with a range
of positive outcomes, including greater resilience, well-being and performance.
For an example, a study by the consulting firm Imperative found that purpose
oriented employees were 54 percent more likely to stay with their company for
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more than five years and 30 percent more likely to be high performers.
So what does that mean? That means that in the context of leadership and change,
finding purpose and meaning is about connecting our own sense of values.
And aspirations with the larger mission and impact of our organization.
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It's about finding the deeper why behind the work we do.
I tell people all the time, you can always figure out how and what to do,
but why and when to do it is different.
And using that why as a source of motivation. Your why doesn't have to be like
my children. Like, no, your why can really be something that's just you.
Nobody has control to tell you what your why is supposed to be, but you.
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Why are you there? What impact that you want to make? Studies have also shown
that people who actually care about making an impact with where they are,
actually see more growth, development and opportunities for advancement,
career and money wise, than people that are just there to do the job.
If you're there, you might as well find purpose of why you're there. What are you learning?
There's so many people that I even talk to that want to be entrepreneurs that
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worked in corporate America. And I'm like, what did you learn from corporate
America? Man, I was there.
I hated being there. You're so focused on hating being at work that you don't
get the paid training that you get for being on a job.
You don't get you don't become a leader when you get promoted to a leadership role.
You are a leader before you get promoted. hold it. My mentor told me this,
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and I probably already told you guys this too.
Before I made my million, he said, you become a millionaire before you make a million.
Because money is just currency, it's energy. It flows to whoever can hold it.
So if you're not a millionaire already, it's going to, even if you make it,
it's going to dissipate away from you. I said, ooh.
So how do I become a millionaire? I walk like one, I talk like one,
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I act like one. How do I become a leader?
I walk like one. I talk like one. I act like one. I process like one.
My integrity is like one. My development is like one. My commitment to change
and learning is like one.
And I and I and I operate with purpose. Some people ask, why did you if your
company is doing so well, why did you join SIPs?
Because I don't move because my company is doing well financially.
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I move when there's purpose, when I can change something. I could be a part
of creating something that can innovate an industry.
Do you know what happens when we innovate the central store process in industry?
How many more lives will be saved that we can get this these equipment and these
instruments to these doctors the right way?
How many more hospitals can stay open? How many more families don't have to
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worry about anyone dying because of an infection? All of these things are important.
4A, write it down. Clarify your values and priorities.
Purpose starts with a clear understanding of our own values and priorities.
The beliefs, principles, and aspirations that guide our choices and actions.
As leaders, we can cultivate this understanding through reflection,
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journaling, and value assessments, as well as through conversations with trusted
mentors and peers by getting clear on what matters most to us.
We can make more purposeful and aligned decisions in our work and our lives for me.
Connect your work to a larger mission. Stop just going to work just to do the
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job. Think about what larger mission can you be a part of.
Purpose is not just about personal fulfillment. It's also about contributing
to something larger than ourselves. As leaders, we can find greater meaning
and motivation by connecting our day-to-day work to the larger mission and impact of our organization.
This can involve regularly communicating the vision and values of the organization,
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highlighting the positive differences that our products, our services,
our initiatives make in the world, and celebrating the achievements and milestones along the way.
Connecting your work to a larger mission is important. So as a leader,
it is your job to make sure that your team understands a larger mission.
And are realistic about it. And
you as a growing leader, always connect yourself to the larger mission.
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It will keep you fully focused there to get the most out of your opportunities.
I see too many people take advantage of opportunities by not going all the way in.
4C, find opportunities for growth and development. Purpose is often tied to
a sense of learning, growth and mastery.
The feeling that we are developing our skills and capabilities in service of something meaningful.
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As leaders, we can cultivate this sense of growth and development by seeking
out new challenges and opportunities, investing in our own learning and development
and supporting growth and development of our teams.
You have to invest into your own education and growth, both personally and through
your industry, as well as your teams.
There's so many organizations that want people to be cookie cutter ready for
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leadership roles, but don't have enough money to money to pay a leader.
You want a team full of leaders, but don't have the cap to pay a team full of leaders.
So that's why that development track is important.
Investing in their education, investing into their development.
So through time, through their growth, through their value that they're bringing
to organization, the organization can save more money or make more money,
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which a lot more budget to actually pay them to have all those leaders in place.
You can't expect to have an organization full of leaders, but not a budget to
have it. So there has to be some type of leadership development track.
4D, reframe challenges as opportunities We already said this earlier Reframe
them My challenge, my failure is an opportunity,
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This obstacle is something I will conquer Maybe not today I may be getting my
butt whooped tomorrow But eventually I will have this obstacle's number And when I do,
oh you better believe it I'm going to showboat my butt off Let this obstacle
know you ain't got nothing on me What do they say?
New level, new devils. What does that simply mean? A new obstacle.
(42:25):
That's it, Dodo. Nothing big.
There's going to be something that you go against that you've never experienced before.
How can you beat something that you've never experienced before that has been
on that level the whole time?
Think about it. Now, think about the expectations we put on ourselves to beat
an obstacle on a on a new level that we've never seen. How crazy is that?
(42:50):
That's why scripture says that we should consider it joy to go through trials
and tribulations, because it's the trials and tribulations that endures our faith.
How can what is faith to believe is already there and work as if it's already done?
I believe that my goals, my dreams are already there waiting on me.
I'm going to work today as if it's already done. That's faith.
How do you know that? Because you have to know it exists. How do you know it exists?
(43:12):
By knowing that whatever you're going through, whatever troubles and trials
and tribulations that you're facing, you will get through it.
It's just a matter of time for you to figure out that level.
So stop putting so much on yourself. We don't even understand the level.
And the fifth one, our fifth and final key area of resilient leadership.
(43:33):
Developing adaptability and flexibility. Oh, we adaptability refers to the ability
to adjust and modify our approaches, strategies and behaviors in response to
changing circumstances and demands.
Flexibility refers to the willingness and ability to pivot and change course
when needed, rather than rigidly adhering to predetermined plan or path.
(43:56):
In today's fast paced, complex and uncertain world, adaptability and flexibility
are essential skills for leaders at all levels.
The challenges and opportunities we face are constantly evolving,
and the strategies and solutions that worked in the past may not be effective in the future.
To navigate this landscape successfully, we need to be able to learn,
(44:17):
grow and adapt on an ongoing basis. Let me tell you a small tidbit I've learned.
If something in the past used to work really well and you're starting to see
it doesn't work as effectively or efficiently anymore, that's the time you invest
into learning what new ways can you innovate what you used to do.
People wait until what used to work now flatlines to make adjustments.
(44:40):
And now you're panicking. Now you're now you're stressed out.
Now everything is more than it has to be. The moment that you see that whatever
strategy that you've been using is not working as effectively anymore,
you need to be investing like H.E.W.
Hockey sticks in research and
development and training to find how to make the thing work in a new way.
(45:01):
Don't wait until the last minute. Sucky. I am saying his words.
Sucky leaders wait until the last minute to make adjustments and adapt,
which is why our organizations always fall flat on this face.
Once I see change changing, I got a rule. Y'all know my rule.
When facts change, so do I. Yes, it worked last year. It ain't working this
(45:25):
year. We need something else now. Pronto stat.
OK, so there was research. There's some research that has been shown.
That adaptability and flexibility are key predicators of resilience and success,
both in leadership and in life.
For an example, there's a study by the Center for Creative Leadership found
(45:49):
that most successful leaders were those who were able to adapt their leadership
style and approach to fit the need and demands of different situations and contexts.
They were able to flex between different modes of leadership,
such as directing, coaching, supporting and delegating based on the readiness
and capabilities of a team.
You should not be leading the same way every time.
(46:10):
There are some times in our business journey, in our organizational journey where I am a dictator.
We're moving in this capacity because we don't have enough time for me to get
your thoughts and your concerns from your perspective,
perspective especially when I know that you're not training you're not
reading you're not developing as much as me we don't
(46:31):
have time I don't have time to take in
your ideas when I know that they're
just off of emotions with no facts based now when we up we got some cushion
we're out of a tough time it's clear skies I'm open to taking perspectives and
teaching and coaching and throwing it back at them but when we have to get some
stuff done I don't take any outside advice from people that haven't done it.
(46:55):
I don't. Why? Because it's too much of a risk variation to take ideas and emotions
and thoughts and perspective from people that aren't as bought in to the opportunity,
to the organization, to the mission of the system or the institution as much as you are.
So me taking advice from a part-time person in their mind, they're full-time
(47:17):
physically, but they're part-time in their mind.
Me taking advice or taking in critique from them, It takes too much information. It's too draining.
And my team know in certain areas, I'm not asking your advice.
I'm telling you what's going on in other areas. I'm more open.
It just depends on what's going on. It just depends.
So here's how we can cultivate adaptability and flexibility as a leader. One.
(47:41):
This is five, a five, a write it down. Embrace learning mindset.
Said, didn't I say that earlier?
Embrace, continue learning. If you're ever comfortable and feel like you shouldn't
be learning or reading anymore, you're already dying as a leader.
I can tell the quality of the leadership based on how fast they pick up new
stuff, because when you're learning all the time, the list, the the the your brain's elasticity.
(48:07):
I think that's how you say it. If you're listening, that ain't how you say it.
Just just type it somewhere.
But your brain's elastic ability to be able to maneuver in and stretch is determined
based on how you often you stretch it. Just think about your body. Right.
If you flex all the time, you'll be flexible. But if you don't,
if you don't stretch all the time, you're not going to be flexible.
(48:28):
So when you have to stretch, it's going to hurt really bad.
So what your body actually is capable of doing, you can't do because you don't practice doing it.
So it makes you stiff and rigid, which makes everything else break down.
The more stiff and rigid you are as a leader, the harder it's going to be to
lead during times that require you to be flexible.
Flexible it requires it 5b practice
(48:52):
scenario planning and contingency thinking i tell
people all the time you build your organization on everything
bad happening not everything good why because
everybody plans for the good to happen and never the bad but what always happens
more than a good bad so when i'm building my organization i'm building my leadership
track i'm building my career plan i'm investing in my team i invested i'm investing
(49:15):
in the people the question that i I have for myself is, guess what, y'all?
What is the worst that can happen and can I stomach it? Me investing $5,000
into this person and then after they get the training, they leave,
can I stomach that? Well, it just depends.
If I invest this much money, what am I putting in place?
What contingencies am I putting in place that they leave too soon,
(49:37):
they pay me that back, or can I get them to work more while they're getting
the training so that we get the benefit up the training as they're taking a
training versus after they finish.
These are things that you are contingent on. The growth of the company.
OK, when I'm talking about the growth of the company, I want to grow the company.
What's the worst that can happen with us putting money up for marketing, branding?
(49:59):
OK, when I assess the worst that can happen, can I stomach it?
And are we strong enough to continue to do what else we're doing?
That's what contingency thinking is. You're already thinking of solving the
problems that may come up. Taking advice from people that's been in your seat.
What are some things that came up with you? Putting contingency plans in place
that keeps your mind active and thriving. Think about some of the greatest warriors
(50:20):
didn't start war, didn't start planning for war when a war happened.
The most greatest warriors always kept their mind in war so that when war happened,
it's just practice. Just practice.
5C, foster a culture of experimentation and learning. We're talking about this,
y'all. We're repeating the same stuff. Guess what?
(50:42):
Create a culture where experimentation within reason makes sense.
Let them let them go through trial and error. It's fine.
5D cultivate diverse perspectives and networks, building with colleagues and
peers and mentors with diverse perspectives and networks.
But the same climb, the same successes. Those are what give you diversity.
(51:07):
Diversity. Diversity is not just color.
Diversity is perspective, environment, successes, industries, departments.
That's diversity. So you want to surround yourself with diverse thinking,
diverse thought, diverse people, diverse languages, just in the way people communicate.
I have some friends or colleagues that communicate and only use big words. I think it's crazy.
(51:30):
Just like I got some friends that only talk in slang. I think that's crazy.
And they all are successful.
They all run multimillion dollar organizations.
But me grabbing from everybody now puts me in a space I can communicate with
anyone that's within my organization.
Cultivating that diverse perspective is key as a leader and not being so rigid
(51:52):
in that helps you with that.
So as we come to the end of this deep dive into navigating change and cultivating
resilience, I want to leave you with a few final thoughts.
First, remember that resilience is not about avoiding or resisting change.
It's about developing the inner resources and outer skills to meet change with
courage, flexibility and grace.
(52:15):
It's about cultivating the mindset and practices that enable us to bounce back
from setbacks, learn from failures and thrive in the face of uncertainty and complexity.
Secondly, remember that resilience is not a solo endeavor.
It's a team sport. As leaders, we have the opportunity and the responsibility
to create cultures and environments that support resilience and well-being for
(52:38):
ourselves as well as our team members.
By modeling and encouraging practices like growth mindset, self-awareness,
connection, purpose, adaptability.
We can foster a sense of shared resilience and strengthen a face of change.
And finally, remember that resilience is not a fixed trait or a one time achievement.
It's an ongoing practice in a lifetime, a lifelong journey.
(53:00):
Just like any skill or muscle, resilience requires regular exercise and development
to maintain and grow over time.
By committing to the practices and principles we explore today and by seeking
out ongoing support and growth,
we can continue to cultivate our resilience and leadership capacity in service
(53:20):
of our teams, our organizations and our own well-being and fulfillment.
As the Greek philosopher Heraclitus famously said, change is the only constant in life.
As leaders, we have the opportunity and the responsibility to meet that constant
change with resilience,
courage and grace to develop the inner resources and outer skills to navigate
(53:43):
uncertainty and complexity with
clarity and conviction and to inspire and empower others to do the same.
So as you step forward into your own leadership journey, I invite you to embrace
the practices and principles of resilient leadership to cultivate a growth mindset,
self-awareness, connection, purpose and adaptability in your own life and work.
And to remember that your resilience and leadership are not just about you.
(54:08):
They're about the impact influence you have on the lives in the world around
you. And as the poet Maya Angelou once said, I can be changed by what happens
to me, but I refuse to be reduced by it.
May you meet these changes and challenges ahead with the same spirit of resilience,
growth and transformation.
(54:29):
And may you lead yourself and others to do the same.
No matter what the future holds. Thank you for joining me on this exploration
of navigating change and cultivating resilience.
It's an honor to be on this leadership journey with you. And I'm inspired by
your commitment to growth, impact, and resilience.
If this episode resonated with
you, I'd love to hear your thoughts and experiences. Share them with me.
(54:50):
Find me on LinkedIn. Hit me up on IG, Jake Taylor Jacobs, J-A-K-E-T-A-Y-L-E-R,
J-A-C-O-B-S. On LinkedIn, Dr.
Jake Taylor Jacobs. On Instagram, it's just Jake Taylor Jacobs.
You can share this podcast,
share with anyone, share this episode and visit us at www.bredtolead.com to
get access to the book, as well as the rest of our podcast and information that we have coming up.
(55:15):
And if you are a leader in the health care space, look forward to our Sips Leadership
Institute, where we're going to be building you up to be the best leader you
could be within a health care space. And if you are looking to get into health
care, reach out to SipsConsults.com.
We have information on there at the site. You can reach out to us so you can
figure out how to get in health care, how to change your career and what certifications
(55:37):
that you need that we provide that you don't have to go back to school for to get in health care.
If you want a deeper dive into these principles, follow me on all platforms.
Go and get the book because this podcast is just an extended conversation based
on our newest book, Bred to Lead. lead.
Until next time, keep leading with courage, compassion, and resilience.
The world needs more leaders like you now more than ever.
(56:00):
And together we can navigate the challenges and changes and create a future
of growth, impact, and possibility for all. This is your host, Dr. Jake Taylor Jacobs.
I love you. There's absolutely nothing you can do about it. Peace.
Music.
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