RESILIENCE

There are a great number of different factors that contribute to resilience including: beliefs we hold of the world, of ourselves and others; information we have access to; biases, skills, and education; mental processes and behaviours.

To make sense of all of these, it’s useful to group related components into domains.

Based on the research conducted by Driven these components fit into six distinct domains that explain the specific factors that makes a person resilient.

These six domains have functions on their own, but they also influence each other. Just as strengths in some domains can compensate for weaker domains, so too can weakness in one drag down others. It is worthwhile for us to pursue personal development so that we are strong in all areas and effectively well-rounded.

These domains include, Vision, Composure, Reasoning, Health, Tenacity and Collaboration. All of these domains can be tracked, improved and sustained with a range of daily proactive exercises.

The PR6 is an advanced and efficient resilience psychometric questionnaire. Through a 3-min questionnaire, the PR6 identifies resilience across 6 distinct domains of resilience for you and your team.

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WELLBEING

In 1998, Professor Martin Seligman, then president of the American Psychology Association, urged his colleagues to expand their focus beyond merely fixing mental illness and start researching ways to build sustainable wellbeing.

Seligman developed five building blocks toward well-being called “PERMA.” Each of them stand independently of the others, and should be pursued for “its own sake, not as a means to an end.”

“P” stands for positive emotion, which you can cultivate in hope for the future and an appreciation for the past. By practicing gratitude for what you’ve been given and forgiveness for what you were not, Seligman feels you can create positive emotion about your past. Build hope and optimism, he says, and you build positive emotions about your future.

“E” is for engagement, which he defines as fully using all your skills, strengths and attention on a challenging task. Doing this, he says, will put you in the “flow,” sort of a mental version of the athlete’s “zone.”

“R” is for relationships and the critical importance they have in our lives in amplifying both our positive and negative feelings.

“M” is for meaning, a sense of purpose from being part of something bigger than ourselves. Research shows doing acts of kindness for others can also increase our wellbeing.

And finally, “A” is for accomplishment. This is not necessarily financial success, but success and mastery of a skill or activity for its own sake. Other researchers also believe that the cultivation of your “Health” by eating well, moving regularly, and sleeping deeply is one of the hygiene factors of wellbeing.

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DIGITAL PLATFORMS

Partnering with some of the most innovative wellbeing and resilience platform providers I can help HR teams and business owners navigate a complex ecosystem of digital wellbeing platforms.

Assessing your business needs to ensure you select the right platform is a critical step to ensure you get the right return on investment.

A successful employee wellbeing strategy is proactive, holistic for the individual
and company, respects employee privacy, and is integrated into the company’s
cultural norms. From concept to imbedding these programs as part of your organisations goals and work practices, these are the typical stages you will need to consider;

Stage 1 – Get Executive and Leadership buy in

Stage 2 – Establish your wellbeing and resilience baseline

Stage 3 – Develop goals and measure success

Stage 4 – Evaluate your wellbeing platform needs and requirements

Stage 5 – Evaluate potential platforms fit with your organisational needs

Stage 6 – Run a pilot trial with the lead platform partner

Stage 7 – Scale the roll out following the successful pilot study results

Stage 8 – Imbed and engage with existing and new employees

Stage 9 – Ensure people managers have wellbeing plans for their team members

Stage 10 – Wellbeing KPIs are tied to organisational performance incentives