Guides and Tipsheets
|Nine Titles in this set:||Personal Resilience|
|Managers Role in Resilience|
|Managers Role in Stress Prevention|
|Wellbeing and Performance Agenda|
|Transforming Managers to Leaders|
|Guides bought individually - £134.91 - save £13.51|
Derek Mowbray has created an excellent practical book on resilience entitled the Guide to Personal Resilience. This book will help you boost your personal resilience. It’s all about YOU.
This Guide to Personal Resilience contains over 25 practical exercises along with assessments and questionnaires - including our Resilience Assessment Questionnaire. When taken together, they will help to boost overall personal resilience.
Managers operate at all levels of the organisation. They set the tone, the climate and the expectations for the workforce. They wield enormous power over others and it is important that this power is used to achieve mental wellbeing and performance for organisations to achieve consistent peak performance.
This Guide aims to help with the creation of a working environment that provokes positive attitudes and peak performance within the workforce, reduces the events and poor behaviours that may trigger stress and reduces the need for the workforce to call on their resilience.
For teams to perform at their peak, they must be harmonious and self-critical, with a culture that is open, transparent, yet stimulating, whilst achieving a common purpose and, above all, there must be trust. Team members need to feel consistently psychologically well, as this, combined with motivation and a positive attitude, offers the opportunity for it to perform at its peak.
The Guide to Team Resilience aims to develop teams as vibrant mini organisations, sensitive to their environment and with the capability and capacity to maintain performance through change and challenge.
The exercises and questionnaires in the Guide require teams to work together to raise awareness and understanding, and collectively develop resilience and the intelligent behaviours found in high performing teams.
It is a Manager’s responsibility to get the best possible performance from their teams. This means creating and sustaining a working environment that provokes individuals to feel psychologically well, so they can focus and concentrate on their work, enjoy working, feel a great sense of satisfaction at the end of their working day and want to come to work again the next day.
The purpose of this Guide is to raise awareness, impart some understanding and skills, and to make a difference by helping Managers to prevent events and behaviours that may trigger stressful reactions; adopt intelligent behaviours that prevent stress in the workforce and, simultaneously, create and sustain a working environment that enables the workforce to thrive and produce consistent peak performance; and recognise the signs of stress within their team and take the appropriate action.
This is a guide for leaders and managers of organisations. Resilient and healthy organisations have the capacity to respond quickly and effectively to internal and external pressures for change, and have a greater prospect of continuing success. As organisations are formed of people working together for a common purpose, corporate resilience is, effectively, the accumulated resilience of individuals who make up the workforce.
The Guide to Organisational Resilience provides advice and exercises in the creation and maintenance of an Adaptive Culture, Adaptive Leadership and Adaptive Working Environment, which, collectively, help to createOrganisational Resilience.
This is a Guide to help you look after your psychological health and wellbeing at work, as well as helping others to do the same. The impetus for preparing and writing this Guide has come from the continuing levels of stress at work, and the negative impact this is having on the performance of people and their workplaces.
There is a connection between feeling mentally fit and doing things well. You will know yourself that when you feel bright, alert and cheerful you find the energy to do anything and everything. It’s a great feeling to have.
Psychological Responsibility is about your responsibility to yourself to be mentally and psychologically fit, as well as helping others to feel the same. No one else can do this for you.
Adopting Psychological Responsibility will help you rejuvenate flagging energy and stimulate enthusiasm to work effectively and productively. You’ll feel much better if you can achieve this, and help others feel the same.
The Guide presents the WellBeing and Performance Agenda, a systemic approach to the prevention of Psychological Presenteeism and the achievement of peak performance. It examines the four key elements: adaptive organisational culture, adaptive leadership, adaptive working environment and the adaptive individual and lays emphasis on the necessity of addressing all four elements as part of a strategic approach to developing an organisation's peak performance.
It is written for Champions for Change, those involved with Organisation and Management Development and with the processes to achieve peak performance from individuals and organisations.
The Guide to Adaptive Leadership explains that Adaptive Leadership is a process based on the principle of ‘sharing responsibility for the future success of the organisation’ – shared with everyone in the workforce. The process is based on the knowledge that healthy self interest, and that of others, is tied together.
The Adaptive Leadership process achieves many goals relevant to psychological wellbeing, including facilitating commitment, trust, engagement and kinship. Commitment, trust, engagement and kinship are evidenced as having the greatest impact on preventing psychological distress and provoking psychological wellbeing.
The Guide explains Adaptive Leadership and sets out the phases of implementation.
Brilliant leaders deal with uncertainty, navigate through the maze of conflicting demands, can envision the future, and convey their enthusiasm and complete commitment to achieving great success. They inspire followers to achieve their dreams. Managers, on the other hand, deal with processes and certainty. Their lives revolve around completing tasks and delivering what is expected from them.They don’t seek to influence and persuade.
This Guide helps to transform managers into leaders who lead people. It provides insights into the purpose of leaders, everyday behaviours that inspire, and the behaviours that persuade. It sets out the steps to create a healthy organisation - a pre-requisite for a successful business, one that realises its true and full potential.