1. Arweiniad Gwych trwy Ddysgu Great Leadership through Learning ‘ Resilience During Times of Change’ Zoe Sweet – Director of Organisational Development – Academi Wales - 2015

2. What are the challenges we face? Working in uncertainty Insufficient time to think Insufficient time to build relationships Understanding our customer Culture – are we open to change? Unclear on organisational risk appetite Process heavy and not enabling – measured on what we deliver and not how Struggle to keep up with pace of change Courage and trust – we don’t allow people to make decisions Too focused on the detail Unclear on accountability levels

3. ‘The Change Curve’ Kubler-Ross 5 stages of grieving (1969)

4. Self Assessment Learning About You

5. What’s Your View? What do you think Mental Toughness is?

6. What is MENTAL TOUGHNESS? “A personality trait which determines in large part how people deal with challenge, stressors and pressure.... irrespective of prevailing circumstances” It’s universal – it’s applicable in many walks of life.

7. Origins It has origins in the world of the academic and the practitioner. Resilience - Health psychology - Commitment, control – a passive concept Hardiness - Commitment, control + challenge – becoming proactive Dienstbier - Physiological toughening = psychological toughening Sports Psychology - MT can help lesser athletes beat more able athletes - Often mentioned but poorly defined Finally… Prof Peter Clough, Chair of Psychology University of Manchester Defined MT in useful detail & added a fourth dimension – Confidence

8. Control Challenge Confidence Commitment

9. Control Confidence Challenge

10. Mental Toughness has 4 components: The Four C’s

11. Commitment “stick-ability”. Describes to what extent you will “make promises” and the extent to which you will keep those promises. Those promises can be made to others or to yourself. When asked to do something to a target by a certain time & date do you instinctively think: “I’ll go for that and I’ll do what it takes” or “I’ll never manage that – I’ll look stupid when I fail”

12. Commitment Measure the ability of individuals to carry out tasks, despite obstacles and barriers Lower scores Higher scores Handle multi-tasks Achieve against tough deadlines Trusted to key tasks by others Feels overwhelmed with many tasks Likes to be free from delivery constraints Unwilling to tackle obstacles

13. Commitment Are there “downsides” for those “High” in commitment? Can overcommit! Can fail to see that others aren't motivated in the same way. May “manage by numbers” May miss doing things that are equally important or more pressing. One reason why poorly planned performance often fails

15. Control “Can do”. Describes to what extent you believe you shape what happen to you and manage your emotions when doing it. There are two components :  Life-Control  Emotional Control When asked to do something, is your default response: “I can do it …. without needing to check if it is possible” “I’ll stay in control of my emotions”

16. Life Control A measure of self worth. Indicates the extent to which we believe we shape what happens to us...or the other way around Lower scores Can feel stretched with modest workloads – poor at time management Will tend to blame outside factors for preventing success Will panic when given assignments Higher scores Happy to take on multiple commitments and know how to deal with them Tend to see others as problems...which can be handled

17. Life Control Are there “downsides” for those “High” in “Life Control”? Can take on too much. Can be intolerant of those who aren't as positive. Can be control freaks – take over when others don’t step up. Can perceived as bullies Can fail to see own weaknesses

18. Emotional Control Measure the extent to which we control our anxieties and our emotions and reveal our emotional states to others Lower scores Feel things happen to them Show emotions when provoked or challenged Anxious Higher scores Feel they shape what happens Good at controlling emotions Difficult to provoke or annoy Do not appear anxious

19. Emotional Control Are there “downsides” for those “High” in “Emotional Control”? Difficult to read Can appear insensitive – will often show no emotion at all. Can stress others with whom they work – can appear impassive or unenthusiastic Can make poor leaders Sometimes have difficulty in communications

20. Understanding Mental Toughness ‘Emotional Control’ ‘Life Control’

21. Resilience Resilience is often defined as a function of Control & Commitment. Resilience represents the ability to deal with an adverse situation and still complete some or all of what you had set out to do. Mental Toughness broadens this concept by adding two more components – Challenge and Confidence. This introduces a more pro-active element.

22. Challenge “Drive”. Describes to what extent you challenges, change, adversity & variety as opportunities or as threats. When asked to do something significant or challenging is your immediate response to say: “That’s great – I look forward to whatever emerges” or “Oh no! I like things the way they are – I'm frightened by what might happen”

23. Challenge Measures how see challenge and change. Do we perceive it as an opportunity...even exciting. Or do we see it as a threat? Lower scores Don’t like sudden changes Don't like shocks Fear of failure Avoid effort Intimidated by challenges Higher scores Like challenge Easily bored – will seek change Difficult to provoke Like problem solving Work hard

24. Challenge Are there “downsides” for those “High” in challenge? Can take on too much! Will take on too much risk – can sometime fail. May not assess risk and opportunity well enough Bored – will often create too much change As managers often create initiative overload

25. Confidence “Self Belief”. Describes to what extent you believe you have the ability to deal with what will face you and the inner strength to stand your ground when needed. There are two components : Confidence in Abilities Interpersonal Confidence When doing something and you face a problem, is your default response: “I have the capability to plough on? I’ll deal with those who get in my way?”

26. Confidence in Abilities A measure of self esteem, identifying the extent to which you feel worthwhile and in need of external validation Lower scores Produce minimal responses in letters, memos, etc Will be reluctant to express a view in discussion or debate Will be reluctant to ask questions “in case it makes me look stupid” Reluctant to do presentations or oral work Higher scores Happy to ask questions Happy to provide full responses to questions and in exams Don't need others to tell them they can do it or to encourage them.

27. Confidence in Abilities Are there “downsides” for those with “High” confidence in abilities? Can take on too much. Can be intolerant of those who aren't as able. Potentially arrogant. Can perceived as bullies Can fail to see own weaknesses Can believe they are right.. Even when they are wrong

29. Interpersonal Confidence Measures the extent to which we are prepared to assert ourselves and our preparedness to deal with challenge or ridicule. Lower scores Higher scores Will argue their corner – especially if they believe they are right Will get ones own way – even when others may have a better case Wont allow others to orally dominate Will have a “go” and enter a conversation. Will back down quickly when challenged Will allow others to dominate debates – even when they are more knowledgeable and more expert Will have difficulty dealing with assertive people/teachers

30. Interpersonal Confidence Are there “downsides” for those “High” in Interpersonal confidence Will gets ones own way – even when others may have a better case or are right Wont allow others to orally dominate Can rely on the “gift of the gab” Will interrupt a great deal Poor at listening Can be seen as “aggressive” & as “verbal bullies”

31. Understanding Mental Toughness ‘Interpersonal Confidence’ ‘ Confidence in Abilities’

32. The Four C’s Control - I really believe I can do it - I can keep my emotions in check when doing it Commitment - I promise to do it - I’ll do what it takes to deliver it (hard work) Challenge - I am motivated to do it – I can see the benefit - Setbacks make me stronger Confidence - I believe I have the ability to do it - I can stand my ground if I need to Together these give rise to Mental Toughness

33. Score - Learning About You

34. Exercise ‘Peer Review’

35. What do you need to do differently?

36. Developing Mental Toughness ‘Don’t waste mental energy asking yourself if you CAN do something. Just do it. You’ll surprise yourself. I did.’ ‘Be mindful of the link between present action and desired future outcome. Ask yourself: if I repeat today’s actions 365 times, will I be where I want to be in a year?’ Roz Savage MBE.

37. The Model – its fit with current thinking Introduces the ideas of: - The 4 C’s Introduces the ideas of: - Adaptive leadership - High Performing Teams

38. The Model – its fit with current thinking Introduces the ideas of: - Linking to leadership, emotional intelligence & motivation Introduces the ideas of: - Linking to resilience, confidence, tenacity & commitment

39. The Model – its fit with current thinking Introduces the ideas of  - Fixed Mindset  - Flexible Mindset Introduces the ideas of  - Learned Helplessness  - Learned Optimism & Happiness

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