How can you build resilience after a change in leadership?

If you find yourself without any emotions in response to the change in leadership, it could be a sign of your defence mechanism kicking in, possibly due to the overwhelming nature of the situation. Or is it a sign of needing more emotional growth? What if I’m unsure about my feelings? 📌Is this something I’ve faced before, or is it a new experience? 📌 Do I usually act like this, or is this just with this leadership change? 📌What sets this apart, and how do I handle it differently? 🎈It’s tricky to ask yourself these questions, so having a mentor or guide to assist you in this reflective process can be beneficial.

I think resilience is the by product that comes from surviving and adapting to a challenging situation, or in other words, a trauma response. However, I do not believe resilience should be expected of employees by leadership to own or internalize this shift in power, its aftermath, and the monumental disruption often caused. Resilience is a trait often bestowed upon workers, whether they want it or not. In my opinion, it negates the responsibility of the organization to address pitfalls when changing leadership, and places the onus of the employee to simply follow suit and roll with the punches, regardless if that leadership is emotionally mature, reasonable, or competent.

Cuando tuve la oportunidad de tener lideres diferentes lo vi como una oportunidad para aprender de otras personas otras formas de ver los temas. 3 Puntos que tuve siempre presente: 1️⃣ Mente Abierta 🌐: Aceptar el cambio con una mente abierta. 2️⃣ Conexiones Auténticas 🤝: Establecí conexiones auténticas que hoy despues de muchos años siguen vigentes 3️⃣ Autoconocimiento y Adaptabilidad 🔄: Conocernos a nosotros mismos es la clave para adaptarnos a cualquier cambio.

Changes are opportunities not threats. When changes occur, access the situation, give yourself a little time to think if possible before taking action; but everything is up to you. The worst thing is when we become complacent, too comfortable with the way things are, even if they are going well.

I think being hyper vigilant is yet another trauma response, which comes from the fear and anxiety of a new leader coming on board. Perhaps this trait also comes about after the new leader exercises their power, whether intentional or arbitrary—perhaps this causes people respond out of fear and over compensate, (I.e., hyper vigilance) ultimately putting stress on the employee to perform beyond their normal capacity. I think being proactive is a great way to cope with the changes in leadership, whether a good or bad one. However, I think being proactive should be approached as a plan developed with a direct supervisor (if not the new leader) so that there are measurable successes that both the employee and organization can benefit from.

This is where self care can really prove its value. Taking care of one’s self in times of angst or uncertainty can help your subconscious self survive in stressful situations. For example, eating and exercising regularly. Eating a favorite snack. Going for walks to decompress. While one may immediately think, “I have no time for that,” your subconscious will thank you in the long run when trying to conjure positive mindset in negative situations, and provide strength to keep going when times are bleak. Additionally, having a trusted colleague to talk to and bounce ideas and dilemmas off of can go a long way as well, especially in environments where you are prevented from bringing your true authentic self to work, or speaking your mind.