The COVID-19 Pandemic has been an ultimate challenge for leadership resiliency. Resilient leaders are thoughtful and deliberate. They balance logic and emotion, ego and humility. They lead through compassionate empathy by focusing on the ‘how’, not only the ‘what’. They use their influence to drive positive change, diversity and inclusion, and create an equitable community. Most books on resilient leadership appear to focus on spirituality and tools to grow an “unshakable core of calm, strength, and happiness” or “bounce back without getting stuck in the toxic emotions of guilt, false guilt, anger, and bitterness”. These books are very similar to handbooks focusing on mental toughness and providing guides for overcoming adversity and managing negative emotions. This book, however, defines resilience as a critical competency of high-performing leaders. Leaders must cultivate resilience in themselves and foster it throughout their organizations and multidisciplinary teams in order to adapt and succeed. Resilience in Healthcare Leadership is differentiated by offering practical strategies and self-assessment instruments for identifying strengths and weaknesses and for developing and sustaining the performance of resilient leaders. The book will also focus on best practices to help build a talent pipeline and develop resilient care team leaders to effectively manage the challenges of disruptive environments. Whether senior or mid-level manager the reader will learn to apply knowledge and skills to initiate cultural change, assess strengths and weaknesses, align leadership roles with organizational goals, and position themselves to become a resilient leader. The reader will also learn how to identify message strategies consistent with stakeholders’ needs, resolve conflicts, lead multidisciplinary teams, and realize the impact of resilient leadership in influencing outcomes. Takeaways and tools are included to guide progressive learning and leadership development and build a strong succession pipeline, to help organizations become more prepared to respond to challenges facing healthcare leaders in the future.

Properly performing health care systems require concepts and methods that match their complexity. Resilience engineering provides that capability. It focuses on a system’s overall ability to sustain required operations under both expected and unexpected conditions rather than on individual features or qualities. This book contains contributions from international experts in health care, organisational studies and patient safety, as well as resilience engineering. Whereas current safety approaches primarily aim to reduce the number of things that go wrong, Resilient Health Care aims to increase the number of things that go right.

Healthcare professionals and their organisations are subject to growing pressures, including regular reviews and reorganisations, coping with the impact of an aging population, financial pressures, shrinking of career prospects and enhanced expectations of what a healthcare system can do. This practical guide has been written specifically for individuals who are experiencing anxieties engendered by working in healthcare. It examines the reasons why healthcare organisations are susceptible to these difficulties and considers the possible causes of such stress.

This is essential reading for professionals making judgements under pressure. It demonstrates how self-leadership is not only about surviving but thriving in a continually changing environment and introduces key theories, skills and debates to help professionals deliver high quality professional practice every day. The book focuses in on the quality of professional thinking, self- and social awareness, self-regulation and self-management, and the fundamentals of sustained resilience.

Suffering is an unavoidable reality in health care. Not only are patients and families suffering but also the clinicians who care for them. Commonly the suffering experienced by clinicians is moral in nature, in part a reflection of the increasing complexity of health care, their roles within it, and the expanding range of available interventions. Moral suffering is the anguish that occurs when the burdens of treatment appear to outweigh the benefits; scarce human and material resources must be allocated; informed consent is incomplete or inadequate; or there are disagreements about goals of treatment among patients, families or clinicians. Each is a source of moral adversity that challenges clinicians' integrity: the inner harmony that arises when their essential values and commitments are aligned with their choices and actions. If moral suffering is unrelieved it can lead to disengagement, burnout, and undermine the quality of clinical care. The most studied response to moral adversity is moral distress. The sources and sequelae of moral distress, one type of moral suffering, have been documented among clinicians across specialties. It is vital to shift the focus to solutions and to expanded individual and system strategies that mitigate the detrimental effects of moral suffering. Moral resilience, the capacity of an individual to restore or sustain integrity in response to moral adversity, offers a path forward. It encompasses capacities aimed at developing self-regulation and self-awareness, buoyancy, moral efficacy, self-stewardship and ultimately personal and relational integrity. Clinicians and healthcare organizations must work together to transform moral suffering by cultivating the individual capacities for moral resilience and designing a new architecture to support ethical practice. Used worldwide for scalable and sustainable change, the Conscious Full Spectrum approach, offers a method to solve problems to support integrity, shift patterns that undermine moral resilience and ethical practice, and source the inner potential of clinicians and leaders to produce meaningful and sustainable results that benefit all.

Resilience has become an important topic on the safety research agenda and in organizational practice. Most empirical work on resilience has been descriptive, identifying characteristics of work and organizing activity which allow organizations to cope with unexpected situations. Fewer studies have developed testable models and theories that can be used to support interventions aiming to increase resilience and improve safety. In addition, the absent integration of different system levels from individuals, teams, organizations, regulatory bodies, and policy level in theory and practice imply that mechanisms through which resilience is linked across complex systems are not yet well understood. Scientific efforts have been made to develop constructs and models that present relationships; however, these cannot be characterized as sufficient for theory building. There is a need for taking a broader look at resilience practices as a foundation for developing a theoretical framework that can help improve safety in complex systems. This book does not advocate for one definition or one field of research when talking about resilience; it does not assume that the use of resilience concepts is necessarily positive for safety. We encourage a broad approach, seeking inspiration across different scientific and practical domains for the purpose of further developing resilience at a theoretical and an operational level of relevance for different high-risk industries. The aim of the book is twofold: 1. To explore different approaches for operationalization of resilience across scientific disciplines and system levels. 2. To create a theoretical foundation for a resilience framework across scientific disciplines and system levels. By presenting chapters from leading international authors representing different research disciplines and practical fields we develop suggestions and inspiration for the research community and practitioners in high-risk industries. This book is Open Access under a CC-BY licence.; Explores different approaches for operationalization of resilience across scientific disciplines and system levels Creates a theoretical foundation for a resilience framework across scientific disciplines and system levels Develops suggestions and inspiration for the research community and practitioners in high-risk industries Presents chapters from leading international authors representing different research disciplines and practical fields This work was published by Saint Philip Street Press pursuant to a Creative Commons license permitting commercial use. All rights not granted by the work's license are retained by the author or authors.

The power of resilience within organizations and can transform an average company into a powerhouse. Yet, even in times of rapid disruptive change, there is no manual for building resilient organizations. This book is that manual.Resilience, left to individuals, will only ever be built by people in the moments that require them to dig deep and find it. The real power in building resilience before we need it, lies in what we can accomplish when our organizations become resilient. This book presents a simple framework for leaders and organizations to prepare for sustainable results in the face of rapid, disruption.The power for organizations lies in the act of methodically and collaboratively building a collective resilience framework to increase their ability to thrive in the face of complex challenges for which the answer, and often even the definition of the problem itself, may not be obvious. These challenges frequently require both the organization and the leaders within them to make trade-offs in values and loyalties. Often, an individual's resilience will 'get them through' such changes, but a more effective approach is to build organizational resilience before we need it. Building resilience involves intentional preparation to increase our ability to emerge from challenges better equipped to deal with them than we were in the past--a transformation into a stronger self. For organizations in an environment of rapid, disruptive change, there is often no 'back' to bounce to after disruption, because by the time they right themselves things have changed. This book presents a simple framework that can be applied to both individuals and organizations. It's proven and it works.Written in our 'pull no punches' style, Resilience: It's Not About Bouncing Back begins by explaining the case for resilience, how building it is not only possible, but imperative for creating successful leaders and organizations in today's rapidly changing world. The book goes on to present the our proven, proprietary LeaderShift Resilience Framework drawing on real examples and pointed exercises to deliver a down-to-earth strategy for building resilient leaders and companies. Connecting the dots between Resilience and ground-breaking work on Adaptive Leadership from Harvard's Ron Heifetz and others, we've intertwined our own wisdom gleaned from years spent tackling these issues with leaders across the globe. The result is a candid, insightful and easily absorbed template that helps organizations banish 'change fatigue' once and for all and instead be energized and elevated by disruption - one leader at a time.Spanning a combined five decades of corporate leadership positions and consulting work focused on organization restructuring and leadership development, Cynthia Barlow and Jennifer Eggers have seen thousands of organizations struggle in the face of change. They have seen it all ¬- the good and the bad - and believe that resilience is the key ingredient to building healthy, thriving leaders and organizations. Cynthia runs C3 Conversations, Inc., a boutique consulting firm out of Toronto, coaching leaders and delivering life-changing personal-growth programs for over 30 years. Jennifer runs LeaderShift Insights, a firm focused on building adaptive leadership and alignment at some of the most recognized brands in the world. She founded her firm after serving in several leadership roles for Fortune 50 companies.

Find the strength within--the practical guide to gaining resilience Everyone relies on a certain amount of stamina and flexibility to overcome life's daily challenges. Everyday Resilience can help you face struggle and adversity with confidence by giving you practical strategies, powerful tips, and expert insights to build inner strength and develop this awesome power within you. From personal reflection exercises and mindfulness meditation, this practical guide gives you everything you need to find the courage, strength, and wisdom to deal with difficult circumstances. By building resilience and perseverance, you can enjoy life to the fullest and thrive, no matter what comes your way. Everyday Resilience includes: Easy to read, easy to understand--Discover clear, concise information on achieving resilience. Proven approach--Explore various research-based psychological and mindfulness practices to guide you, including key takeaways after each chapter. Solutions revealed--Get simple science-based strategies and techniques you can use every day. The path to achieving resilience in your daily life starts with a little help from this simple, straightforward book.

"This book provides simple, practical, and proven strategies for healthcare leaders to address one of the biggest workforce shortages in recent history. The ideas and plans presented are built on real-life examples of organizations that have successfully overcome their workforce challenges"--

Navigating technological advancements, policy reforms, and evolving patient needs poses significant challenges in the complex realm of healthcare management. Traditional training approaches often need to improve healthcare leaders' skills to manage these complexities effectively. This gap between the demands of healthcare administration and the skills of its leaders is a pressing issue facing the industry today. Healthcare Administration and Managerial Training in the 21st Century offers a comprehensive solution by gathering insights, research, and case studies from experts in healthcare administration and managerial training. It serves as a vital resource for understanding the intricacies of healthcare management, the effectiveness of different training methods, and the practical applications of theoretical knowledge. By synthesizing the latest research and practical approaches, the book aims to bridge the gap between traditional training and the demands of modern healthcare leadership.