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Emotional Intelligence in Hiring – What You Need to Know

January 8, 2021 By Sherry Dutra Leave a Comment

The case for emotional intelligence is clear. Successful organizations all over the world are now incorporating EI into the development of their people and their leaders. There’s also a wide variety of research and articles on the importance of hiring FOR emotional intelligence. But in all those blogs and pieces of content, authors don’t talk about HOW to hire for EI.

When we understand our own emotions and the emotions of others – it’s a win-win situation. Our relationships grow, we become more resilient, and able to handle stress more effectively. Far too many employees lack basic self- awareness and social skills and too often, people aren’t aware of how their moods and emotions are impacting others in the workplace.

According to Harvard Business Review, “One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.”

The World Economic Forum lists emotional intelligence as the 6th most important job skill required for success at work by 2020. WorkSafe Victoria have also observed that more mental injuries get caused in workplaces now than physical injuries; and levels of EI positively correlate with levels of resilience and negatively correlate with levels of occupational stress. In other words, people with high EI feel less stressed and are more resilient at work. Organizations that are focused on emotional intelligence in their talent management strategies are taking the right steps to ensuring healthy and happy workplaces and teams.

Measuring emotional intelligence should be added to talent management and hiring processes, not to replace other strategies but to strengthen an existing process.

Yes, you still need a comprehensive hiring plan, but what’s now clear to business leaders everywhere is that EI skills and behaviors are as important as your intellect, experience and background in determining success at work and in life.

The Genos Emotional Intelligence Selection Report

Emotional Intelligence: a set of skills that help us better perceive, understand and manage emotions in ourselves and in others.

Collectively, being more emotionally intelligent allows us to make more intelligent responses to, and use of, our emotions. These skills are just as important as intellect (IQ) in determining success at work and in life. Emotions influence, both productively and unproductively, our decisions, behavior and performance.

Published psychometric studies have shown that scores on the Genos Selection Assessment meaningfully correlate with a number of important workplace variables. The higher people score on the Genos assessment, the higher they tend to also score on measures of:

Workplace performance
Leadership effectiveness
Sales and customer service
Resilience
Team work effectiveness
Employee Engagement

Here’s how it works:

The Genos Emotional Intelligence Selection Report is the best measure of how often a candidate demonstrates emotional intelligence in the workplace. The report allows hiring managers to utilize EI measures as an additional means to avoiding bad hires.

The Genos Selection model comprises a set of seven emotionally intelligent competencies. These competencies represent skills and behaviors, based on underlying abilities and experiences, that are measurable and observable. The Genos model captures the workplace skills and behaviors that manifest from emotional intelligence abilities.

Users first experience a high-level overview of the candidate’s total EI score along with a deeper dive into each behavior and its results.
Interview questions and an interview evaluation guide then allows the hiring manager to dig deeper into the EI of the individual.
Wrap up the process by using the summary section to help combine assessment and interview results allowing you to present recommendations to a client or HR decision maker.

The information presented in this report should be combined and weighted with other sources of information to determine the candidate’s suitability or lack thereof for employment. Emotional intelligence is one of many factors related to success in the workplace. If you’d like to learn more about this innovative new emotional intelligence selection tool, please call Sherry Dutra at 603.595.1588 or email her at Sherry@DutraAssociates.

Game changing for hiring, life changing for your new hires.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Developing These Six Behaviors Will Help You Become a Better Leader

December 2, 2020 By Sherry Dutra Leave a Comment

There is an abundance of research on the impact emotions have on an individuals’ performance in the workplace. It shows that people often perform their worst when they experience unproductive feelings, such as feeling frustrated, concerned, stressed, inadequate, and fearful.

Research also shows that people perform their best when they feel involved in purposeful work that develops who they are… and when they feel valued, cared for, consulted, respected, informed and understood.

So, how can developing your leadership help ensure your people feel and perform their best?

Leadership is fundamentally about facilitating performance, supporting others to do their best, and to do their work effectively and efficiently. One of the most robust, consistent findings in the area of social sciences is that there is a direct link between the way people feel and the way people perform. As such, leaders need to be skilled at identifying, understanding and influencing emotion within themselves and others in order to inspire performance.

Emotionally intelligent leadership is about leaders intelligently using emotions to facilitate high performance in themselves and others.

How, then, do leaders develop the skills to do this effectively? In the virtual Emotionally Intelligent Leader program, participants first engage in a personal Genos EI Leadership Assessment, in order to understand “how they are showing up at work.”

Participants will improve their understanding of emotions and emotional intelligence. They will also explore and practice tools and techniques for applying emotional intelligence in leadership and creating conditions for others to achieve high performance.

In the program, participants will:

explore the neuroscience of emotions and emotional intelligence,
examine tools and techniques for effectively asking for, and responding to, feedback,
explore techniques for developing self and other awareness,
examine how we can use reactive and proactive techniques to build our resilience and effectively manage strong emotions,
explore an approach for facilitating engagement discussions with staff members, and
explore techniques for applying EI in leadership and creating high performance in others.

The material for the program is based on the Genos Emotional Intelligence Leadership Model.

The Genos model of emotionally intelligent leadership has been developed from over a decade of research work examining how effective leaders use emotional intelligence abilities in their leadership of others.

The model comprises six emotionally intelligent workplace competencies. These competencies represent skills and behaviors based on underlying abilities and experiences that are measurable, observable, and critical to successful job performance.

The six Genos EI Competencies are:

Self-Awareness
Awareness of Others
Authenticity
Emotional Reasoning
Self-Management
Inspiring Performance

Self-awareness is about being aware of the behaviors you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in this skill are often said to be present rather than disconnected with who they are. Self-awareness is important in leadership because:

a leader’s behavior can positively or negatively impact the performance and engagement of colleagues
leaders need to know their strengths and limitations in order to continuously improve and maintain success
leaders’ interpretation of events at work is both made by, and limited by, their intelligence, personality, values and beliefs.
In order to objectively evaluate events, leaders must know how they interpret the world and how this helps and limits them.

Awareness of others is about noticing and acknowledging others, ensuring others feel valued, and adjusting your leadership style to best fit with others. Leaders high in this skill are often described as empathetic rather than insensitive to others and their feelings. Awareness of others is important in leadership because:

leadership is fundamentally about facilitating performance, and the way others feel is directly linked to the way they perform
awareness of others is necessary in order to take effective steps to influence and facilitate others’ performance
to bring out the best in people, leaders need to adjust their leadership style to best fit with the people and situation they are leading.

Authenticity is about openly and effectively expressing yourself, honoring commitments and encouraging this behavior in others. It involves appropriately expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and expressing emotions at the right time, to the right degree and to the right people. Leaders high in this skill are often described as genuine, whereas leaders low in this skill are often described as untrustworthy. Authenticity is important in leadership because:

it helps leaders create understanding, openness and feelings of trust in others
leaders who are guarded, avoid conflict, or are inappropriately blunt about the way they feel can create mistrust, artificial harmony and misunderstandings with those around them
leaders need their people to be open with them. If, as a leader, you do not role-model this behavior, your direct reports will be guarded with you.

Emotional reasoning is the skill of using emotional information (from yourself and others) and combining it with other facts and information when decision-making. Leaders high in this skill make expansive decisions, whereas leaders who are low in this skill often make more limited decisions based on facts and technical data only. Emotional reasoning is important in leadership because:

feelings and emotions contain important information, for example, if a colleague is demonstrating frustration or stress, these feelings provide insight that they are going to be less open and supportive of new ideas and information
the workplace is becoming more complex and fast-paced; this requires quick, solid decision-making where all the facts and technical data are not available (gut feel and intuition are important in these environments)
people are influenced by emotion; if you fail to consider how people are likely to feel and react to decisions made, you may not achieve the appropriate buy-in or support for your decisions.

Self-management is about managing your own mood and emotions, time and behavior, and continuously improving yourself. This emotionally intelligent leadership competency is particularly important. Leaders high in this skill are often described as resilient rather than temperamental in the workplace. The modern workplace is one of high work demands and stress, which can cause negative emotions and outcomes. Self-management is important in leadership because:

a leader’s mood can be very infectious and can, therefore, be a powerful force in the workplace; one that can be both productive and unproductive
this skill helps leaders be resilient and manage high work demands and stress
to achieve, maintain and enhance success, leaders need to pay conscious attention to the way they manage time, how they behave and to continuously improve how they lead others.

Inspiring performance is about facilitating high performance in others through problem solving, promoting, recognizing and supporting others’ work. An individual’s performance can be managed with key performance indicators. This is important, however, research has shown that this “compliance” style often fails to drive discretionary effort and high performance. Leaders who combine this with a more inspiring style often empower others to perform above and beyond what is expected of them. Inspiring performance is important in leadership because:

leadership is fundamentally about facilitating the performance of others,
managing performance with rules and key performance indicators usually produces an “expected” result rather than an “unexpected” high-performance result
people often learn and develop more with this type of leadership style, resulting in continuous enhancements to performance year on year.

Strong leadership has never been more important as we navigate the impact of COVID-19. If you’d like to learn how you can bring this virtual program to your organization to support your leaders in becoming more emotionally intelligent, contact me at 603.595.1588 or via email at Sherry@DutraAssociates.com.

Adapted with permission by Genos International EU

Navigating the Emotional Roller Coaster of Change Transitions

April 16, 2020 By Sherry Dutra Leave a Comment

“Who are you?” said the Caterpillar…
“I – I hardly know, Sir, just at present,” Alice replied rather shyly, “at least I know who I was when I got up this morning, but I think I must have changed several times since then.”

Lewis Carroll
Alice’s Adventures in Wonderland¹

What have you felt since COVID-19 impacted nearly every corner of our world and every aspect of our lives? Have there been days when you’ve felt a bit like Alice – changing multiple times throughout the day? I know I have.

Over the last couple of months, we have experienced change unlike any other we’ve been exposed to in our lifetime. To successfully navigate through this time as a leader, you must take a step back to recognize and acknowledge the full impact of the changes raining down upon us. Then, choose how you wish to respond and manage the impact on you as well as on your team. In other words, logic and action alone aren’t enough to save the day. We must pay attention to the emotional roller coaster that accompanies all change, particularly the drastic changes we are currently facing.

Bridges’ Transition Model

Many researchers have explored and written about change and its’ effect on people. What they have all discovered are patterns in how we react and respond to change that are quite consistent across the human experience. The model that I have used most extensively with leaders is William Bridges’ 3 Stage Transition Model consisting of Endings – Neutral Zone – New Beginnings.

Change vs Transition

Before we look at each of the stages, let’s make a distinction between change and transition. What tends to create the challenge for us isn’t the change itself but the process of adjusting to it and moving from the old reality to the new. You see, change is external, situational, and often out of our control. In this case, the COVID-19 pandemic is the external change. The internal emotional and psychological process we go through to come to terms with the change is the transition. Consequently, we must turn our attention to the transition process. It is within this process that we will find what we can control – our response.

Endings

In Bridge’s model the first phase is Endings. This phase begins with the external event and our realization that the change is really happening. So, think back to when you first learned about COVID-19. Then, consider what occurred when it first hit your country. Then, your local area. Then, perhaps you or someone you know. At what point did you realize that we truly had a pandemic on our hands? When did you find yourself moving from the known to the unknown? This is when your Endings phase began. You likely experienced any number of emotions including denial, anger, fear, anxiety, grief, frustration or depression. Cycling between these emotions is common as well (e.g. anger one moment, fear the next). You may still be experiencing them.

Keep in mind that your colleagues and team members were and are experiencing their own emotions. What can you do to support those around you during this stage and help them to let go of the way things were?

Acknowledge and validate the emotions that others are experiencing
Articulate what is actually coming to an end. Determine what might be lost as a result of the change and what might stay the same
Communicate, communicate, communicate

Neutral Zone

The Neutral Zone represents the phase of transition where we have started to let go of the old way of being but haven’t yet found our footing in a new reality. Typical emotions that arise during this phase include uncertainty, confusion, overwhelm or frustration. While there is a lack of a solid foundation in this phase, we do begin to experiment with new possibilities. Using our COVID-19 example again, you might find yourself feeling a bit numb, overtired, struggling to get used to working from home, or overwhelmed by suddenly becoming your children’s teacher. Yet, you’re also beginning to realize that what you are feeling is natural – that you are not alone. As you move through this phase, you gain perspective and more effectively cope with uncertainty which allows you to begin to see possibilities for taking positive action.

Everyone moves through this phase at a different pace. Don’t try to rush it. As a leader, you can support others by:

Continuing to listen and communicate
Trying new things
Encouraging the progress that people are making
Giving yourself and others time to process

Beginnings

The final stage of the model is New Beginnings. This phase is marked by acceptance of the change and a renewed sense of energy that propels action. When we have successfully moved into the New Beginning, we have embraced the new reality and started to experience solid ground again. In our example, our teams will have adjusted to a new way of working, established a new structure to their day, and found a new rhythm. Creative ways of contributing to the team begin to emerge along with new ways of doing business. During this phase, emotions shift in a more positive direction. You might be feeling excitement, optimism, and a greater sense of motivation.

What can you do to support people in this stage?

Set an intention for how you choose to move forward
Encourage others to continue taking small steps each day
Stay focused on solutions versus problems
Proactively offer and ask for support from others

Conclusion

Viewing transition in terms of William Bridges’ three stages helps you understand that the needs, challenges and opportunities presented by change can be managed as a progression of responses. Your ability to understand this and apply it to yourself as well as to help your team transition during change will go a long way to making any type of change you deal with less daunting.

Where are you in the process of change? Where is your team? What might you do today to accept where you and others are in the process and to navigate your way successfully through the massive change we are experiencing?

Lewis Carroll, Alice’s Adventures in Wonderland. New York: Signet Books, 1960, 47.

Reference:
Bridges, William. Transitions: Making Sense of Life’s Changes, 2^nd Edition. Boston, MA: Da Capo Press, 2004.

Who Am I If I’m Not an Executive? – Preparing for the Transition Called Retirement

October 1, 2019 By Sherry Dutra Leave a Comment

Recently, I’ve been hearing a variety of stories regarding business owners and corporate executives who’ve been ready to sell their business or step down from their leadership role and retire, only to back out or panic at the last minute. The common theme among these stories is the concern they were experiencing about what their days would look like after they made the transition to retirement. Without preparation, it can feel like going from 120 miles per hour to zero in an instant.

Retirement, or what I prefer to call ReIgnitement™, requires planning. And, while many have focused attention on financial planning for retirement, few have considered the non-financial aspects of this life transition. Even in companies with strong succession planning processes, the vast majority do not focus any attention on preparing the executive for the next stage of their life. Transitions of any type can create stress in your life, even if the change is something that you have been looking forward to. When that transition arrives, you can react to the changes that arise such as loss of identity, work relationships, and/or purpose. Or, by taking a planful approach, you can prepare yourself to respond effectively to the transition and ease the way.

This month, I’d like to share a simple tool to help you gauge your readiness for this transition. If you’re roughly 2 – 5 years from retirement, or know someone who is, please use this tool or share it with another to get a quick read on your readiness. If you’re already retired, you can use this tool to pinpoint those areas that might need some attention.

Click on the link for the Retirement Readiness Wheel. The 8 sections you’ll address take into consideration a holistic view of retirement. These sections include the following:

Clarity of Identity, Purpose
Health
Leisure/Travel
Home/Residence, Location
Marriage/Significant Other
Work/Business, Volunteering
Financial Resources
Optimism About Aging

As you review and rate each section, take a moment to determine what that section means to you. Then, to determine your readiness, circle your level of satisfaction with your preparedness for each of the 8 sections on a scale of 1 – 7 (1 = least satisfied, 7 – most satisfied). For example, for Home/Residence, Location – ask yourself “how satisfied am I with my preparedness on where I’m going to live?” Or, for Marriage/Significant Other, consider how prepared your relationship is for the transition. Go with the first response that comes to mind as you review each part of the wheel. That tends to be the one that is most indicative of the way you truly feel.

Once you’ve rated each section, draw a line connecting each of the numbers around the circle. What kind of wheel do you have? How smooth and balanced does it feel? How bumpy might a ride on that wheel be?

If you discover that one or more areas of your ReIgnitement™ could use some tweaking and you’re not sure where to begin, a coach can help. I invite you to explore my profile as well as those of my colleagues on the Retirement Coaches Association website to find a coach who is right for you. We help our clients think about and prepare for retirement like never before. Take the time to plan so that you can hit the ground running when you step into the next phase of your life and career.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business growth and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Building A Truly Meaningful Retirement

October 25, 2018 By Sherry Dutra Leave a Comment

A retirement coach began her workshop by holding up a $20 bill and asking the group, “Who would like to have this money?”

As audience members raised their hands, the coach said, “I’m going to give this money to one of you,” but then began to crumple the bill up. “Who still wants it?” she asked. All the hands remained in the air.

“Well,” she continued, “what if I do this?” She dropped the bill on the ground and started to grind it into the floor with her shoe. She picked up the bill, now crumpled and dirty, and asked again, “Anyone still want it?” All the hands went back into the air.

“So, why do you still want it?” she asked the audience. One participant responded, “Because it’s still worth $20.”

The coach continued, “That’s exactly it! This simple activity offers new and future retirees a very valuable lesson. No matter what I did to the money, you still wanted it because it did not decrease in value. It was never worth less than $20.”

“In retirement, losing the career identity you spent a lifetime creating, and facing new and unknown circumstances, can at times make you feel crumpled up or ground into the dirt. But work is what you do, not who you are. Therefore, leaving it all behind doesn’t affect your true value.”

In order to avoid feeling lost or broken-hearted in retirement, ask yourself:
•Who am I when I’m not at work?
•What aspects of work are going to be the most difficult for me to replace?
•If I was suddenly faced with a financial hardship or troubling medical condition, who would I turn to? Who would get the first phone call? Who has been there in the past?

The worth of our lives comes not from what we do or what we have, but in who we are!

Dirty or clean, crumpled or finely creased, you are always priceless … especially to those who love you for who you are and what you stand for.

It’s a simple reminder that a truly meaningful retirement is built by not only preparing financially, but also by planning for the mental and emotional aspects as well.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who believes we each have far more potential than we typically tap in to. She helps you learn how to step into your full potential so you can create consistent, optimal performance for yourself and your team with less stress and more enjoyment. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Ready or Not, Here It Comes…Your Retirement

July 3, 2018 By Sherry Dutra Leave a Comment

Retirement, or what I prefer to call ReIgnitement™, requires planning. And, while many have focused attention on financial planning for retirement, few have considered the non-financial aspects of this life transition. Transitions of any type can create stress in your life, even if the change is something that you have been looking forward to. When that transition arrives, you can react to the changes that arise such as loss of identity, work relationships, or purpose. Or, by taking a planful approach, you can prepare yourself to respond effectively to the transition and ease the way.

In this third of a series of three blogs focused on retirement, I want to provide you with a simple tool to help you gauge your readiness for this transition. If you’re roughly 5 – 7 years from retirement, or know someone who is, please use this tool or share it with another to get a quick read on your readiness. If you’re already retired, you can use this tool to pinpoint those areas that might need some attention.

Click here for the Retirement Readiness Wheel. The 8 sections you’ll address include the following:

Clarity of Identity, Purpose
Health
Leisure/Travel
Home/Residence, Location
Marriage/Significant Other
Work/Business, Volunteering
Financial Resources
Optimism About Aging

As you review and rate each section, take a moment to determine what that section means to you. Then, to determine your readiness, circle your level of satisfaction with each of the 8 sections on a scale of 1 – 7 (1 = least satisfied, 7 = most satisfied). Go with the first response that comes to mind as you review each part of the wheel. That tends to be the one that is most indicative of the way you truly feel.

If you haven’t already downloaded the Retirement Readiness Wheel, click on the link to do so.

About the Author: Sherry Dutra is a Talent Development and Career Coach and Facilitator who believes we each have far more potential than we typically tap in to. She helps you learn how to step into your full potential so you can create consistent, optimal performance for yourself and your team with less stress and more enjoyment. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

7 Keys to Enhancing Entrepreneurial Resilience

July 22, 2017 By Sherry Dutra Leave a Comment

Entrepreneurship can be an exciting and rewarding experience. Yet, building any kind of business is not without its ups and downs. There is no question that you will encounter situations where the outcome isn’t quite what you expected or you’ll experience what you might view as a “failure”. To weather the inevitable challenges you’ll face, resilience will be a muscle you’ll want to enhance. Resilience will allow you to ride the roller coaster of entrepreneurship and to continue to offer your gifts to the world when you might otherwise give up.

What is Resilience?

The dictionary.com definition of resilience is, in part, “the ability to recover readily from adversity or the like; buoyancy”. The word buoyancy brought a childhood memory to mind. I grew up near the ocean and used to play for hours in Cape Cod Bay. I can remember tossing around a beach ball with my friends while we splashed in the water. No matter what any of us did to push that ball under the water, it always popped right back up to the surface – ready for the next game. Resilience is very much like that beach ball. No matter what you face, if your resilience is strong, you can learn from your experience, reset your course, and be ready for what’s next.

7 Keys to Enhancing Resilience

Here are some practical keys that you can incorporate into your life that will support you in enhancing your resilience. These keys will not only positively impact your entrepreneurial life but also your personal life. So what are you waiting for? Let’s explore.

Stay aligned with your purpose: I believe that we all have a purpose and that discovering yours will keep you on track no matter what circumstances arise. What are you uniquely equipped to offer to the world? What brings you the most joy and passion? The answers to these questions will give you some clues to your purpose. With a defined purpose, that you are aligned with, you naturally attract people, resources, ideas, and opportunities that support you.
Practice gratitude: Take a few moments each day, throughout the day, to appreciate and express gratitude for the people and things in your life. Stopping to notice what you are grateful for on a regular basis develops a habit of looking for good things and releases dopamine that supports a positive outlook.
Set clear goals: Research has shown that the brain loves a good goal. It will work tirelessly to give you what you focus on. The most successful and resilient people set specific, measurable and time based goals and consistently take action with the certainty that they will achieve them.
Be present while working on those goals: A 2010 Harvard study found that people spend 47% of their waking time thinking about things other than what they are working on. When you are focused on the past or focused on the future, you are taking your energy away from what’s going on right in front of you. Mindfulness, or being focused on the moment, has been shown to modify brain processes that support resilience. And, experiencing and enjoying the moment is part of the journey.
Act “as if”: Your brain doesn’t know the difference between a robust vision and reality. Don’t believe that? Then, take a moment and imagine that you have a beautiful, fragrant, juicy lemon in your hand. Cut off a slice of that lemon. Breathe in that lemony scent. Now, bring it to your mouth and take a great big bite. Salivating yet? You didn’t really just take a bite out of a lemon, did you? Yet, in creating that vision, your body reacted “as if” you had. So, start to take action in accordance with who you want to be. Act “as if” you already are being, doing and having whatever it is you want to create in your business. Your attitude will be shifted to a more optimistic place and your resilience will build.
Build a supportive team: Going it alone typically doesn’t work. Without the support of others, we tend to get stuck in doing things the way we’ve always done them. Create a community of supportive people from different backgrounds and professions who can help to keep your mind open to fresh perspectives and new ideas. Having others to lean on creates resilience-building social support.
Look for the gift: What is the opportunity in the situation you’re facing? What might the situation be trying to show you? By focusing on the opportunity rather than the challenge, you open the door to solution-finding rather than problem-solving. You choose how you want to “show up” in the situation and your positive focus enhances your resilience.

There is no one formula for enhancing resilience. Find what works for you and practice it on a regular basis. Over time, you are likely to find that how you respond to those entrepreneurial ups and downs is very much in your hands.

What has helped you to build your resilience? If you’d like to share your strategies, please add a comment.