One of our sessions at this year’s NAP conference will be run by Ian Pettigrew, founder of Kingfisher Coaching.
Ian says that his mission is to help people, teams, and organisations to be resilient and realise their strengths. He delivers this through running leadership development and resilience workshops and providing team and individual coaching. His NAP session will focus on building personal resilience. In his own words, here is why he is so excited about coming to York to talk about it:
1 – It is important
We talk a lot about how much we value people, and many organisations will happily agree that ‘people are our greatest asset’. However, we don’t always do all that we can to help people develop and sustain their resilience. I’ve coached a number of people who are off work with stress or anxiety (and who would describe themselves as burned out), helping them either back to work or to something else. If you’ve seen the impact of chronic stress on people, I hope you will agree with me that it is too high a price to pay and it is worth doing something about.
2 – We can help people build their resilience
A recent Gallup study on wellbeing programmes makes sobering reading, suggesting that only a small minority of employees see an improvement in their wellbeing whilst a majority of employees believe ‘their job is a detriment to their ability to achieve higher well-being’. Many wellbeing programmes focus on physical health which is really important but only one piece of the wellbeing jigsaw. My experience is that we can equip people with the tools to figure out what they need to do to develop and sustain their own resilience, and to help other people. When we do the right things, it makes a difference that is worth having.
3 – Our people processes can help or hinder resilience
All too often, I believe we have an over-reliance on people ‘processes’ when we actually need to equip and support leaders and managers to have really high-quality conversations with their people. All too often, our focus is on people’s weaknesses and making sure that we know what they are so that we can work hard on developing them. Instead of following processes that remind us of what we’re not, I see much more power in focusing on people’s strengths – on what we are. HR can play a massive role in helping people to thrive and be resilient.
4 – We have the opportunity to role model good resilience behaviours
Confession time. I have run resilience workshops when 2.5 stone overweight and getting no exercise whilst espousing the benefits of good physical health and fitness. I have talked about not having too much caffeine and getting enough sleep whilst chain-drinking coffee as I’d had to get up at 4am to travel to run the resilience workshop. I’ve circulated resilience workshop slides (including the bit about not working too hard) at 11pm after a workshop because I knew I had no spare time for days. In short, I have been a hypocrite. When we do this, we send out mixed messages and I don’t believe ‘do as we say, not as we do’ is a sustainable strategy. As well as driving wellbeing, HR can lead by example.
5 – HR people are also…. people!
There can easily be a case of “cobbler’s children’ in HR functions; who looks after the people who are busy looking after everybody else? I’m looking forward to the opportunity to help HR people reflect on their own resilience, before thinking about everybody else’s.
Want to book to attend the conference? More detail here.