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Building your personal Leadership resilience…Part Two

Building your personal Leadership resilience…Part Two
Monday, October 15, 2018 - 12:00 to 14:00
CO3 Offices (34 Shaftesbury Square, Belfast, BT2 7DB)

Taking steps to look after your wellbeing can help you deal with pressure, and reduce the impact that stress has on your life. This is sometimes called developing emotional resilience. 

Resilience is not just your ability to bounce back, I prefer the word Bounce Forward, but also your capacity to adapt in the face of challenging circumstances.

Resilience isn't a personality trait – it's something that we can all take steps to achieve.

The workshop will focus on:-

  • What is resilience?
  • Building your Practical resilience toolbox.
     

Date: Monday 15 October

Time: 12.00pm - 2.00pm

Venue: CO3 offices (34 Shaftesbury Square, Belfast, BT2 7DB)

Cost: none (please note that this event is for Full and Associate CO3 members only.

To register please email sarah@co3.bz

 

The toolbox might include for you some of the following and we will experiment with several of these during the workshop, obviously not the sleep one!

  • Get enough sleep  and exercise. When you take care of your mind and body, you're better able to cope effectively with challenges in your life.
  • We will explore and practice thought awareness . Resilient people don't let negative thoughts derail their efforts. Instead, they consistently practice positive thinking. We will explore how you can "listen" to yourself when something goes wrong – and reflect on whether these statements are permanent, pervasive or personalised, and practice correcting these thoughts in your mind.
  • We will practice Cognitive Restructuring which helps us change the way that you think about negative situations and bad events.
  • Learn from your successes and notice what happens when you don’t delete the successes, the 70:30 rule.
  • Choosing your response is a classic tool to review. Remember, we all experience bad days and we all go through our share of crises. But we have a choice in how we respond; we can choose to react negatively or in a panic, or we can choose to remain calm and logical to find a solution. Your reaction is always up to you.

During times of stress or adversity, the body goes through a number of changes designed to make us faster, stronger, more alert, more capable versions of ourselves. Our heart rate increases, blood pressure goes up, and adrenaline and cortisol (the stress hormone) surge through the body. In the short-term, this is brilliant, but the changes were only ever mean to be for the short-term. Here’s what happens …

The stress response is initiated by the amygdala, the part of the brain responsible for our instinctive, impulsive responses. From there, messages are sent to the brain to release its chemical cocktail (including adrenaline and cortisol) to help the body deal with the stress. When the stress is ongoing, the physiological changes stay switched on. Over an extended period of time, they can weaken the immune system (which is why we can get sick), the body and the brain.

Stress can also cause the prefrontal cortex at the front of the brain to temporarily shut down. The prefrontal cortex is the control tower of the brain. It is involved in attention, problem solving, impulse control, and regulating emotion. These are known as ‘executive functions’. Sometimes not having too much involvement from the pre-frontal cortex can be a good thing – there are times we just need to get the job done without pausing to reflect, plan or contemplate (such as crying out in pain to bring help fast, or powering through an all-nighter). Then there are the other times. 

Resilience is related to the capacity to activate the prefrontal cortex and calm the amygdala. When this happens, the physiological changes that are activated by stress start to reverse, expanding the capacity to recovering from, adapt to, or find a solution to stress, challenge or adversity. 

 

 

About Nichola Lynagh

I have worked for the last 25 years within the education system. Throughout this period, I have been responsible for developing leadership and management training and coaching interventions (both accredited and non-accredited programmes) for a range of audiences within all levels of leadership in the schooling systems and in other organisations such as Royal Bank of Scotland – Risk Team; De Paul Ireland; NSPCC; University of Ulster. 
My work is characterised by integrity and interpersonal sensitivity.

My training and learning journey has enabled me be effective in developing relationships, establishing good rapport and trust by others.
To conclude I work from the philosophy of giving all I have got in terms of energy, creative ideas, honesty, humour, commitment and willingness.

In the coaching I offer currently the issues seem to fall mainly into several categories:

• Managing staff - Dealing with underperformance, handling a difficult interpersonal relationship, conflict between staff.
• Improving strategic leadership skills with a range of staff within the organisation/team.
• Building emotional intelligence- resilience and well-being and managing the internal dialogues- dealing with dips in confidence.