1 The Power, and Need, for ResiliencyRuss Linden Blog:

2 About Russ Linden Russ Linden is a management educator and author who specializes in organizational change methods. Since 1980, he has helped government, non-profit and private-sector organizations develop leadership, foster innovation, and improve organizational performance. He is an adjunct faculty member at the University of Virginia, University of Connecticut, and the Federal Executive Institute. He writes a column on management innovations for Management Insights, an online column sponsored by Harvard’s Kennedy School of Government and Governing Magazine. In 2003 he was the Williams Distinguished Visiting Scholar at the SUNY (Fredonia) School of Business. He has published numerous articles, and five books. His book Seamless Government: A Practical Guide to Re-engineering in the Public Sector (Jossey-Bass, 1994), was excerpted in the May, 1995 issue of Governing Magazine, and has been translated into Chinese. His book Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations, is now in its 7th printing. It was a finalist for the best book on nonprofit management in 2002 (awarded by the Alliance for Nonprofit Management). His latest book, Leading Across Boundaries (Jossey-Bass, 2010), describes the process of forming collaborative teams, the leader’s role in creating collaborative cultures, emerging trends that support collaboration (including Web 2.0), international examples, and methods for dealing with difficult people and situations when collaborating. His clients have included the National Geographic Society, several military and intelligence agencies, a partnership of the Forest Service and Bureau of Land Management, Drug Enforcement Administration, National Parks Service, U.S. Departments of Treasury, Interior, HHS, State, and Education, a governor, two state attorneys general and over four dozen state and local government agencies. He’s also worked with several non-profit agencies in the U.S. and Israel. Before beginning his full-time practice, Russ was a Senior Faculty Member at the Federal Executive Institute. He served as the Director of Executive Programs at the University of Virginia's Center for Public Service, taught at the UVa McIntire School of Commerce, and worked in the human services field for 10 years. His volunteer commitments include scholarship programs that help low-income youth afford college. Russ Linden's bachelor's and master's degrees are from the University of Michigan. His Ph.D. is from the University of Virginia. He and his wife have two adult children. They live in Charlottesville, VA. For more, see his web site:

3 Resiliency: Why this topic? Why my interest? Why yours?3

4 When we need resiliencyOrganizational Attacks in the media Major budget cuts Multiple (and changing) “high priorities” High employee “churn” Congressional micro managing Major re-org Managing telework Others??? Personal Loss of someone very close Major medical challenge Child has a serious problem Multiple changes at the same time 4

5 What doesn’t work

6 Some psychologists call this behavior “learned helplessness”*People with this outlook have lost confidence in their ability to control their lives. Their thinking is characterized by Permanence – “I always screw up tasks like this” Pervasiveness – “I’m pathetic in everything I try” Personalization – Blame ourselves for every bad thing that happens in our lives * Helplessness: On Development, Depression, and Death, by Martin Seligman. W.H. Freeman, 1975. 6

7 Something else that doesn’t work

8 Some snap: Robert “Bud” McFarlane …Served two tours in Vietnam; 3 awards for valor Nat’l Security Advisor to Pres. Reagan Involved in the Iran-Contra affair When story came out, Reagan’s chief of staff blamed McFarlane McFarlane felt betrayed. He was convicted of withholding information from Congress … later attempted suicide One of McFarlane’s colleagues said, “Some are made of aluminum, others of cast iron.” Photo by Associated Press 8

9 … Others snap back: Matt MillerAlmost killed in a bike accident at age 20 2 years and several operations later, he ran an Ironman Triathlon: swim 2.4 miles, bike 112 miles, run a marathon (26.2 miles) Supported by many during his agonizing recovery, he was thinking “We did it, we did it!” as he crossed the finish line. 9

10 “Resiliency:” Meaning?“The ability to bounce back, to rebound, to spring back into shape, to recover energy.” 10

11 Agenda I. Identify key barriers to resiliency (including those you may create for yourself), II. Assess your resiliency, III. Learn individual and org. examples of resiliency, Discuss 8 strategies for increasing resiliency 11

12 Some Resiliency Principles*When hit with a disruptive change, you’ll emerge different: better or bitter, stronger/weaker. It’s natural to look for others to blame; it’s also harmful, creates a victim mentality. Life’s not fair, and sometimes that’s good for us. Finding ways to bounce back can reveal hidden strengths. Self knowledge enhances your resiliency; it helps you build on strengths, compensate for shortcomings. Taking time to develop conscious choices gives you more power and control. * Adapted with permission from The Resiliency Advantage, by Al Siebert. 12

13 I. Some barriers to resiliency: Whichhave affected you? Adopting a victim mentality Believing that stress is always harmful Getting “stuck” in the past Believing that you’re in control of everything; or nothing Having “too much cast iron, not enough aluminum” Trying to handle all the pressures yourself; thinking that asking for help is a weakness 13 13

14 I. Some barriers to resiliencyAccording to 2009 study of U.S. soldiers in Afghanistan, if soldiers ask for psychological help:* 33% believe it will harm their career, 40% believe leaders will blame them for their problem, Over 50% believe they will be seen as weak. * “Comprehensive Soldier Fitness,” by Gen. George W. Casey, Jr. In American Psychologist, Jan., 2011, p. 2. 14 14

15 II. A Resiliency Quiz Take the resiliency quiz and score it. Then in pairs: 1. Review the slide on resiliency barriers (13), and your responses to the resiliency quiz. 2. Which barriers on slide 13 have been issues for you? 3. Which items on the quiz are strengths? 4. Which would you like to do better? 15 15

16 III. Example of personal and national resiliency: Nelson MandelaNelson Mandela was imprisoned for 27 years in S. Africa. The conditions were grim, sometimes horrific. But he used the time in an important way, and the results helped him and his nation succeed. 16

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19 III. Example of org. resiliency: The Cash for Clunkers programThe program’s team (at NHTSA) had a daunting task. In 30 days, the law required them to: Issue a rule detailing eligibility requirements for dealers & car owners, with procedures for dealers to participate, Determine procedures for preventing/detecting fraud, Bring contractors on board, Have the program up and running (!). That required the team to: Establish and staff a CARS program office, Create computer systems to register interested car dealers, 19

20 The Cash for Clunkers programRetain contractor to develop system to handle 250,000 transactions in 4 months, Establish a hotline for thousands of daily calls/complaints, Develop public awareness campaign, Educate almost 19,000 dealers on procedures, Develop ways to ensure clunkers don’t end up back on roads (and procedures to “kill” the clunkers’ engines), And much more. To handle these demands, most of the 50 team members worked 7 days/week. 20

21 Cash for Clunkers: How did the team do it all, and maintain its resilience?How do you recruit and build a team to tackle this challenge? How do you keep the team members energized and focused, given the enormous challenges? 21

22 IV. Some resiliency strategies(we saw each in the Mandela, “clunkers” examples) Let go of the anger, guilt, need for full control; look forward. 2. Take a clear-eyed view of reality. 3. Reframe: Make something meaningful out of the challenge. 4. Seek creative ways around the hurdle. 5. Use humor. 6. Use your networks. 7. Keep your focus on the “main thing.” See attitude is a choice. Can you step up to the plate? 22

23 Let go of anger, guilt, need for full control: look forwardA woman who suffered from undiagnosed bipolar disorder for 10 years remarked, People sometimes say, ‘Why me?’ But I’ve always said, ‘Why not me?’ True, I lost many things during my illness, but I found many more – incredible friends who saw me through the bleakest times and who will give meaning to my life forever. 23

24 1. Let go of anger, guilt, need for full control: look forwardHis message to the head of his security detail: “Forgiveness liberates the soul; that’s why it’s such a powerful weapon.” His message to his political party: “This is no time for petty revenge. We have to build a new nation.” 24 24

25 2. Take a clear-eyed view of reality*Jim Stockdale -- imprisoned for 7 years (and often tortured) during the Vietnam War – was asked, “Who didn’t make it out of the camps?” Stockdale: “Oh, that’s easy. It was the optimists.”* * Quoted in Good to Great, by Jim Collins 25

26 2. Take a clear-eyed view of realityStockdale added: "This is a very important lesson. You must never confuse faith that you will prevail in the end — which you can never afford to lose — with the discipline to confront the most brutal facts of your current reality, whatever they might be.” 26

27 2. Take a clear-eyed view of realityThe difficult agency director: I didn’t see reality as the director saw it. 27 27

28 3. Reframe: Make something meaningful out of the challengeHolocaust survivor Viktor Frankl stayed alive by imagining himself after the war, giving talks on the psychology of the concentration camp “Resilience is the capacity to channel your pain rather than exploding.” - The Resilient Self, by Wolin and Wolin. 28

29 3. Reframe: Make something meaningful out of the challengeReframing can help us discover hidden strengths: The “clunkers” team leader used their obstacles as a positive challenge: “Failure is not an option.” 29

30 3. Reframe: Make something meaningful out of the challengeWhile in prison, Mandela reframed his experience as an opportunity to learn about his enemy. He also helped organize a prison soccer league: He believed that some day they would be helping to lead the nation, and had to learn how to take on responsibilities. 30 30

31 Reframe: Billy Beane and the Oakland A’s31

32 Exercise: Challenge: How it was reframed:Think of a major challenge you (or someone you know) faced: Challenge: How it was reframed: 32

33 4. Seek creative ways around the hurdleThe 33 Chilean miners trapped 2,300 feet underground for 69 days in 2010, had to be creative to survive: They found water in the radiators of vehicles inside the mineshaft They rationed emergency supplies among themselves; what was intended to last 2-3 days lasted 2 weeks They used truck batteries to power their hard hat lamps for light 33

34 EXERCISE: Looking for “second right answers”How many squares do you see in the figure on the right? Now look for more … 34

35 A. Creativity exercise 35

36 B. Seek creative ways around the hurdle: Check your assumptionsCustomer service at the DMV 36

37 C. Seek creative ways around the hurdle:Ask “what if…?” The father and his 3 year old daughter. 37

38 D. Seek creative ways around the hurdle: Find an idea-friendly time and placeWhere do you get creative/new ideas? 38

39 4. Seek creative ways around the hurdle: We just discussed 4 ways to find creative ideas: Look for second right answers 2. Check your assumptions 3. Ask “what if…?” 4. Find an idea-friendly time and place In pairs, find creative solutions to this challenge: How do we find the time to do our jobs, implement the realignment, and remain resilient at work? 39

40 5. Use humor “Humor was another of the soul’s weapons in the fight for self preservation. It is well known that humor … can afford an aloofness and an ability to rise above any situation, even if only for a few seconds.” -- Viktor Frankl, Man’s Search for Meaning 40

41 What about those whose humor and attitude is cynical?What I learned at the State Department: “Scratch a cynic, and underneath you’ll find an frustrated idealist.” 41

42 6. Resiliency Requires A Network42

43 Resiliency exercise Find someone you haven’t conversed with in this session … Stand in pairs. 43 43

44 6. Use your networks Most resilient people need a supportive network.The young man who completed a triathlon 2 years after a near-fatal accident was inspired by a strong network. One person sent him a quote that he treasured: “Success is not final; failure is not fatal. It is the courage to continue that counts.” -- Winston Churchill 44 44

45 7. Keep your focus on the “main thing”“The main thing is to always keep the main thing, the main thing!” -- Jim Barksdale, former CEO, Netscape Corp. 45 45

46 7. Keep your focus on the “main thing”At 3-M, the main thing is to continually innovate. At the GAO, the main thing is to always be (and be seen as) neutral and competent. At Disney parks, it is to delight the customers. What is the “main thing” for DSMD? What is at the core of what we do and who we are, the thing that we should never compromise? 46

47 7. To focus on the “main thing,” it helps to distinguish the “urgent” from the “important”Stephen Covey made a useful contribution when he pointed out that “important” isn’t always the same as “urgent.” The matrix on the next slide portrays this… 47

48 Where Do You Spend Your Time? Where Should You Spend Your Time?Urgency High Low High 1 2 Importance 4 3 Low Adapted from Stephen Covey, First Things First. 48

49 EXERCISE: What “urgent” (but not important) activities consume a lot of your time? Of these, which could you do less/spend less time on? 49

50 8. See attitude as a choice“We who lived in concentration camps can remember the men who walked through the huts comforting others, giving away their last piece of bread … they offer sufficient proof that everything can be taken from a man but one thing: the last of the human freedoms – to choose one’s attitude… ” -- Viktor Frankl, Man’s Search for Meaning 50

51 8. See attitude as a choiceThe Cash for Clunkers team did an exceptional job of choosing to maintain a resilient attitude. “Failure is not an option” “The only thing to do with mistakes is to learn quickly and communicate what we learn” “You’re never alone; we trust you” 51

52 Which strategies have helped you? Which do you want to use more?Let go of the anger, guilt, need for full control; look forward. Take a clear-eyed view of reality. Reframe: Make something meaningful out of the challenge. Seek creative ways around the hurdle. Use humor. Use your networks. Keep your focus on the “main thing” See attitude as a choice. 52

53 Being resilient: let’s practice The “helium poles” exercise

54 IV. How to help others remain resilient?First, reflect on your own experiences: What have others done that boosted your resiliency? 54

55 IV. How to help others remain resilient?One example Former UNC basketball coach Dean Smith’s message when the team was a few points behind, on the road: “We’ve been in this situation before We’ve practiced for it We’ve succeeded in these conditions We have a plan and know what to do So let’s carry out our plan.” They did, and they won. Smith’s calm confidence in the players helped them re-gain their poise and belief in themselves. 55 55

56 A similar example of helping a team retain its resilience: “Coach K” and Duke, behind with a few seconds to go 56 56

57 IV. How to help others remain resilient? Help them connect to the core purpose On their first day, new employees at the Nat’l Security Agency go to the Nat’l Cryptologic Museum. After looking around, they are told: the story of how NSA came into being 60 years ago what its core purpose is how their individual work contributes to that core purpose After learning the agency’s history, purpose, examples of its contributions to the nation, they are told: 57 57

58 IV. Telling NSA’s story to new employees“We now need you to extend that history in terms of what we do and how we do it.” Then the new employees raise their right hand and take an oath of office to the Constitution. NSA leaders report that this entire experience helps employees: understand their larger purpose at NSA, and feel a personal connection to that collective purpose 58 58

59 Resiliency in the Army: the CSFprogram Comprehensive Soldier Fitness program aims to develop resiliency. Has 4 elements: Global Assessment Tool: looks at emotional, social, family and spiritual fitness. Soldiers will take it every 2 years. General resilience training: teaches the knowledge, skills and behaviors needed for resiliency. Individual training: based on their assessment, each soldier offered a menu of self-development training exercises. Master resiliency trainers: a train-the-trainer program, focusing on the NCOs who will help unit soldiers maintain resiliency. 59 59

60 A part of the program: Buildingmental toughness Based on cognitive behavioral therapy, it teaches an “ABC” method: ACTIVATING event (e.g., I couldn’t complete a 5-mile run) BELIEFS about the event (my buddies will think I’m not up to it) behavioral CONSEQUENCES of those beliefs (I’ll avoid hanging out with them) The training helps soldiers examine their Beliefs and the possible Consequences of those beliefs. Are they realistic? Based on false assumptions? What are healthier, more useful beliefs? 60 60

61 Final Thought …

62 References “Comprehensive Soldier Fitness,” by Gen. George W. Casey, Jr. In American Psychologist, Jan., 2011 (entire issue devoted to resiliency in the Army) Helplessness: On Development, Depression, and Death, by Martin Seligman. W.H. Freeman, 1975. “How Resilience Works,” by Diane Coutu. Harvard Business Review, May, 2002. Man’s Search for Meaning, by Frankl. Simon and Schuster, 1959. “The Power of Resilience,” by Russ Linden. Governing Magazine. Oct. 29, (online edition). The Resiliency Advantage, by Siebert. Berrett-Kohler Publishers, 2005. The Resilient Self, by Wolin and Wolin. Villard Books, 1993. 62 62