News & Story Ideas
Each step to successfully navigating change is actually contained in the word change. Dr. Sarah Stebbins teaches us that we create our own resilience by embracing the elements of candor, heroism, acceptance, nurturing, gratitude, and engagement.
How you handle the change that comes at you seemingly out of nowhere is up to you. Yes, it is a choice. Dr. Stebbins explains how you can be empowered as you choose to flex your resiliency muscle.
Dr. Stebbins explains why change triggers our fight/flight responses in the brain — and why we don’t have to put up with it.
Instead of falling prey to the “fight/flight” responses programmed by our brains, you can retrain your mind by using Dr. Sarah Stebbins’ methods. And each time you repeat these methods, the more powerful you’ll get in the face of change.
Actively participating in, and contributing to, a world that is changing with breathtaking speed is not for the faint of heart. And yet, amid all the chaos that change produces, there are ample opportunities for creativity, reinvention, and social problem solving. As we enhance our resilience, we feel less overwhelmed by these immense changes.
That element is candor. Trust diminishes when there is poor communication between the political leaders and the people, as Dr. Stebbins explains. Tell the truth.
Dr. Stebbins highlights several examples of people in the headlines this year that exemplify resilience. Among them are the late Supreme Court Justice Ruth Bader Ginsberg, who fought for gender rights. The African American community has demonstrated historical resilience in striving for social justice and equality, and young activists like Greta Thunberg, fighting global warming, also demonstrate resilience.
For leaders, it is important to understand that moving your organization forward means that you are a leader of change and one of your key responsibilities is to turn your employees into change agents. This role requires a high degree of accountability from you, Here are four pitfalls to avoid: Lack of transparency when communicating with employees, Having to be ‘right’ when challenged about the change you are making, Assuming employees will automatically embrace the change you are proposing, and Being inaccessible during a major change.