The Leadership Development Group

it forward into positive emotional, behavioral, and process responses. EI creates the conditions to build resiliency enabling individuals to “roll with the punches” in periods of disruptive and continuous change, such as these. Strengthening emotional intelligence and resiliency is even more critical when one considers the three primary challenges that currently place employees at risk for burnout or “anti-resiliency”:

Implications and Next Steps

At the heart of this issue is relationships. Customers want timeliness, quality service, certainty, continuity, and coordination. Employees want fulfillment, meaningful work, connection to colleagues and customers, and clear feedback. Organizations want to provide high quality product at low cost. The good news is that these respective ‘wants’ are harmonious, congruent, and in alignment with the outcomes desired by customers, employees, and organizations. The key, of course, lies in building the capacity for EI and resilience. Organizations can improve their ability to adapt and continuously improve by committing resources to strengthening EI and resiliency at the individual, team, and system level. Resiliency reduces the negative impact of employee burn-out on organizational efficacy, quality, and vitality. By investing in emotional intelligence as a shared practice tied to native and existing organizational work processes, organizations will create more effective leadership and a culture motivated by, and dedicated to, continuous improvement and innovation. This can be done by crafting leadership and team development around EI, embedding resilience practices in training, development, and operating principles, and designing an exponential diffusion strategy for both EI and resilience. In a world where employees are already task-saturated, adding “resiliency training,” no matter how well-intended, raises the risk of adding another “to-do” to already taxed workers. The key to personal and systemic resilience is to incorporate new technique and practice into current actions and structures, de-weighting daily duress while learning new practices. Resilience and EI emerge, then, from a different “how” rather than an additional “what.” Tracy Duberman, PhD, President & CEO

The Leadership Development Group 973.722.4480 tduberman@tldgroupinc.com www.tldgroupinc.com

Tracy Duberman, PhD is the founder of The Leadership Development Group (TLD Group) Inc., and co-author with Bob Sachs, PhD of From Competition to Collaboration: How Leaders Cultivate Partnerships to Deliver Value and Transform Health. Tracy has been recognized as an expert on leadership across various sectors, and speaks on ecosystem leadership, innovation in talent development, and effective succession planning.

About Us The Leadership Development Group is a global talent development consulting firm for leaders, teams, and organizations. Our solutions include executive, leadership assessment and coaching, organizational development consulting, and group leadership academies designed to engage and empower leaders to take on challenges and position their organizations for success. TLD Group’s worldwide faculty of over 400 organizational development practitioners, coaches, academicians, and consultants with deep expertise in leadership development offer targeted insights and deliver highly impactful results.