Taming the Sabertooth: Resilient Leadership in a Stressful World

Part 1 introduces the concept of communicating for clarity and engagement. Leaders have the power to inspire others through communication that creates clarity and generates energy. The resistance to doing so often stems from fear of failure, rejection, and humiliation. We want to feel powerful, rather than vulnerable. But humility and emotional courage is critical to being an effective communicator and a powerful leader. 

Part 2 explores how to stay true to who we are in challenging times. Leaders who are willing to be vulnerable, admit they don’t have the answers, and ask for help empower their teams to step into a role of personal accountability. These leaders know that to succeed, they have to trust their people to do the right thing. They are team members working alongside their employees, not heroes taking all the glory. 

Part 3 shows that among all the attributes of great leaders, one stands above the rest: they are highly trusted. Resilient cultures are built on trust, and trust affects a leader’s impact and the company’s bottom line more than anything else. The road to high performance is paved with choices. Leaders have the choice to be motivators or demotivators. Those who can see challenges as an opportunity to learn rather than insurmountable obstacles can empower their teams to do the same. 

Part 4 demonstrates that building resilience is no different than building a muscle; it takes practice, persistence, and grit, despite inevitable setbacks along the way. Nurturing our physical recovery is crucial to renewing our resources and buffering against stress. Resilience is not something that happens overnight. The key is for leaders to practice self-compassion when they do hit an obstacle, enabling them to pick themselves up and continue the journey.