I came into the role of Chief Operating Officer of 爆料公社 in January 2021, overseeing all of our company\u2019s shared services teams. <\/p>\n\n\n\n
Early 2021 was a time of challenge for many associations, nonprofit organizations, and their staff. Many organizations were struggling with the loss of key revenue streams, such as in-person conferences and events and declining membership or customer bases. Nearly all had to quickly adapt to virtual ways of meeting, collaborating, and conducting business. Many were running on fumes, working harder to adapt to a rapidly changing environment while still moving strategic goals forward. <\/p>\n\n\n\n
The tools and technologies to pivot to first a virtual and later hybrid work environment were in place at 爆料公社, as were engagement strategies to keep staff connected to our bigger picture strategic goals and support their health and wellbeing.<\/p>\n\n\n\n
But, after 30+ years working with associations in a variety of executive leadership roles, I knew that in order to support our clients\u2019 growth objectives while also nurturing and sustaining a positive and productive virtual work environment, we needed to have conversations about building resilience as professionals and as leaders.<\/p>\n\n\n\n
CHALLENGES ARE GROWTH OPPORTUNITIES<\/strong><\/p>\n\n\n\n Oxford Languages defines resilience <\/em>as \u201cthe capacity to withstand or to recover quickly from difficulties; toughness.\u201d<\/p>\n\n\n\n While this is true, in my view, the definition is incomplete. <\/p>\n\n\n\n For me, resilience is not only about recognizing and naming challenges, but also about finding opportunities and growth within those challenges. It\u2019s about never losing sight of the goal or future state, while pragmatically focusing on what is essential today.\u00a0<\/p>\n\n\n\n Many years ago, when I was an executive director (ED) of a foundation with an intelligent and enthusiastic board that was eager to drive change on behalf of patients, there was no shortage of good ideas for potential funding consideration. As a newer ED, I found myself struggling with feelings of overwhelm, as the fire hose of ideas didn\u2019t seem to have an off switch.\u00a0 As I worked to balance competing priorities, I learned very early on that in striving to accomplish everything, I\u2019d likely truly succeed at nothing.\u00a0<\/p>\n\n\n\n Though focus and the ability to prioritize are obvious attributes of an effective leader, what became clear was the very necessary practice of resilience. From that experience, I focused on 10 actions to grow my capacity for resilient leadership.<\/p>\n\n\n\n 10 TIPS FOR INCREASING RESILIENCE AS A LEADER<\/strong><\/p>\n\n\n\n Ultimately, the practice of leadership is an action and one that leads to growth and change if we\u2019re open to it.<\/p>\n\n\n\n\n