Build Psychological Hardiness
Before you can take that first hop, however, you have to take a step forward in your attitude. For example, Don Bennett didn’t just leap from a hospital bed to the cliffs of Mount Rainier. His initial battle was with himself. He told us how he had to stop feeling sorry for himself and realize how lucky he really was. He realized that he had the capacity of his other leg, even though it too was badly injured. He was determined to return to an active life. He took charge and began doing things that would lead, gradually, to the summit.
The same is true for the other personal-best stories we collected. Although the circumstances weren’t always as dramatic as Don’s, the conditions people faced during their personal-best leadership experi- ences were just as uncertain and stressful as his. Although 95 percent of the cases were described as exciting, about 20 percent of leaders also called the experiences frustrating, and approximately 15 percent said that their experiences aroused fear or anxiety. Even though the emotions associated with personal-best cases are overwhelmingly positive, we can’t overlook that they were also filled with tension.
But instead of being debilitated by the stress of a difficult experi- ence, exemplary leaders said they were challenged and energized by it. That was certainly the case for Karen Slakey Hull when she assumed responsibility for Repro Graphics at the University of Cali- fornia, Davis.2 The organization was in desperate straits. For three of the four previous years, they had had large operating deficits, and their reserves were now depleted. The equipment was obsolete, pro-
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duction volumes were low, spoilage was excessive, print quality was not up to modern standards, and customer satisfaction was suffering. Employees worked hard, but feared for their jobs and were skeptical of leadership’s ability to make the required changes.
None of this deterred Karen. “I was an experienced business- woman, and not an expert in the print, copy, or graphic design business,” she told us. “But I was confident,” she continued, “that together with the employees of Repro Graphics, the situation could be turned around.” Karen and the management staff evaluated each product and service. They looked at revenue-expense rela- tionships, customer demand, product quality, and the type and quantity of work that was being outsourced. They conducted a cus- tomer satisfaction survey and learned what was really important to customers.
When Karen asked the production manager for a proposal to modernize the equipment, he came back with a five-year plan. Karen’s response to this was to ask, “What would happen if we made this investment in one year?” His eyes opened wide in an expression that said, “Wow, we really can change this place!” He returned with a one-year plan that made clear strategic and financial sense.
Upgraded equipment required new, higher-level skills. To ease the transition, production staff attended conferences on modern production equipment and processes and also received extensive training specific to the new equipment. Karen and her managers coached staff in their new roles while also recognizing employees who continued to work on traditional printing presses.
Because Repro Graphics was capable of designing and produc- ing beautiful marketing materials, Karen put significant effort into developing a brand to promote the new Repro Graphics. Delivery drivers started wearing Repro Graphics polo shirts. Delivery trucks proudly displayed the Repro Graphics logo and contact information.
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G E It became very visible to both customers and staff that Repro Graph-
ics did great work. Throughout this time, Karen held monthly all-staff meetings so
that teams could present their unit updates, which included major achievements and near-term goals. “While this created stress for many of the staff presenters,” Karen reported, “it was also clear that they took great pride in telling about the accomplishments of their unit, and regular information on production and financial perfor- mance helped build confidence about the good things that were happening in Repro Graphics.”
Given the difficult situation they faced, Karen, her managers, and the staff of Repro Graphics could have given up. But they didn’t. They stepped up to the challenge and overcame it. It turns out that the ability to grow and thrive under stressful, risk-abundant situa- tions, such as the one that the folks at Repro Graphics faced, is highly dependent on how you view change.
Psychologists, intrigued by people who experience a high degree of stress and yet are able to cope with it in a positive manner, have discovered that these individuals have a distinctive attitude toward stress, which they call “psychological hardiness.”3 Researchers over the last forty years have discovered that in groups as diverse as cor- porate managers, entrepreneurs, students, nurses, lawyers, and combat soldiers, those high in psychological hardiness are much more likely to withstand serious challenges and bounce back from failure than those low in hardiness.4 And the good news is that hardi- ness is a quality that people can learn and that leaders can support.
There are three key factors to psychological hardiness: commit- ment, control, and challenge. To turn adversity into advantage, you need first to commit yourself to what’s happening. You have to become involved, engaged, and curious. You can’t sit back and wait for something to happen. When you commit, you’ll find the people
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and the situations much more meaningful and worthwhile to you. You also have to take control of your own life. You need to make an effort to influence what is going on. Even though all your attempts may not be successful, you can’t sink into powerlessness or passivity. Finally, if you are going to be psychologically hardy, you need to view challenge as an opportunity to learn from both negative and positive experiences. You can’t play it safe. Personal improvement and fulfillment come through the continual process of engaging in the uncertainties of life. Easy comfort and security are not only unrealistic but also stultifying.
Your view of events contributes to your ability to cope with change and stress. For you to take that first step, to start that new project, to initiate improvement, you have to believe that you can influence the outcome of the situation. You have to be curious about whatever is going down. And you have to look for learning every step of the way. With a hardy attitude, you can transform stressful events into positive opportunities for growth and renewal. What’s more, you can help your team feel the same way.