<p>Resources for leading in difficult times A collection of Materials from the National College </p><p>December 2014 Contents</p><p>About this collection of resources.</p><p>This is a collection of videos and resources from our popular 50 Lessons and membership series. The videos are on YouTube and this collection provides links, summaries and ideas for their continued use in schools and early years settings.</p><p>These resources are Crown copyright and are free to use under the terms of the open Government Licence ( see back page).</p><p>Being Resilient</p><p>In an emotionally charged environment like children’s services, being resilient is part of the territory. Catherine Fitt explains the role of resiliency in leadership. YouTube url is: http://youtu.be/Zo0ov2P8EQI (Duration 1:49)</p><p>Summary </p><p> Resilience is a necessary characteristic for those who work in emotionally demanding </p><p> industries. </p><p> Jobs that are emotionally taxing often take a physical toll as well, so being physically </p><p> healthy contributes to overall resiliency. </p><p> Knowing and facing up to the worst-case scenarios in your position can help you </p><p> prepare for the future. </p><p> Individuals can only do their best; often their best is less than perfect. </p><p> Experience helps build resiliency by giving people events on which they can look back </p><p> and learn from. </p><p>Ideas</p><p> Today and each day, take at least 30 minutes for yourself. Use this time to meditate, </p><p> pray, read, take a walk, or do some other restorative activity. </p><p> This week, assess your physical health. Evaluate how healthy you feel, including </p><p> factors such as headaches, joint pain, nausea, or other stress-induced symptoms. Find at least </p><p> two ways to reduce stress in your life. </p><p> Imagine your worst-case scenario at work. Make a mental action plan that would deal </p><p> successfully with this situation. Realize that perfection is likely neither mandatory nor attainable.</p><p> Start each work day by thinking about your place in the organization. Remember how </p><p> many other people are able to assist you. Look at the big picture and your place in it. Be </p><p> prepared to ask for help as needed. </p><p> As a leader, strive to make your employees more resilient. When breakdowns occur, </p><p> assess the situation together and help employees to get back on their feet quickly. </p><p>Questions</p><p> What experiences in the past have made you stronger? </p><p> When you think of the word “resilient,” what images come to mind? </p><p> How do those around you handle stress or difficulties? What can you learn from </p><p> others?  What encourages you when you are feeling defeated? </p><p>Handling Media Scrutiny</p><p>Catherine Fitt relates her personal story of trial by fire in front of England’s media and gives advice on how to handle intense scrutiny. </p><p>YouTube url is http://youtu.be/XAPdIw-GjxE (Duration 6:40) </p><p>Summary </p><p> While many people may never work in front of the media, knowing how to handle </p><p> oneself in front of it is a worthwhile skill. </p><p> During a PR crisis, there is no time for a rehearsal; leaders must be prepared to act on</p><p> extremely short notice. </p><p> Job-related media scrutiny can affect a leader’s personal life as well as his or her </p><p> professional career. </p><p> Above all, leaders must be honest with their emotions and words rather than </p><p> patronizing viewers with insincerity. </p><p>Ideas </p><p> While you can’t know beforehand the details of a crisis, you can practice keeping a </p><p> calm demeanor. Practice at home by reciting lines as if you are on a newscast, giving </p><p> information concisely and firmly. Ask family members for feedback. </p><p> Prepare family and close friends before making media appearances. Let them know </p><p> as much information as you can while maintaining professionalism and confidentiality. Ask for </p><p> their support and understanding. </p><p> This month, arrange to visit a television press conference or interview. Take note of </p><p> how cameras, lighting, staging, and audio affect the overall presentation. Use those notes to </p><p> your advantage when giving your own press conference.  Before a crisis occurs, make sure everyone on your team is aware of the ethics at </p><p> play. Role-play questions and answers, being honest and forthright while still adhering to </p><p> company guidelines. </p><p> Prior to delivering controversial news, take a five-minute break to mentally prepare </p><p> yourself. Breathe deep and remind yourself to remain calm. Think about how emotion will and </p><p> should play into the interview. And be honest. </p><p>Questions </p><p> How comfortable are you in front of the media? How can you become more so? </p><p> Do your personal ethics align with those of your company as they relate to a PR crisis?</p><p> What types of issues are likely to cause media concern at your organization? </p><p> Who can you rely on to support you emotionally during a difficult work situation? </p><p> How does your company’s culture influence its relationship with the local media? </p><p>Leadership Strategies for Emotionally Charged Circumstances</p><p>When addressing issues that are emotionally charged, leaders must tread carefully and with strong insight. Catherine Fitt shares several tips for managing highly volatile situations. </p><p>YouTube url is http://youtu.be/VrIIDqdhaT8 (Duration 6:21) </p><p>Summary </p><p> People often wish to avoid topics that are emotionally difficult or cause discomfort. </p><p> In emotionally charged situations, presenting simple facts as a business case can </p><p> create a safe zone in which to discuss issues. </p><p> A leader should work behind the scenes to get all parties in alignment before trying to </p><p> tackle a sensitive issue head on. </p><p> Having influential people on the team can make it easier to broach difficult subjects. </p><p> Know when to fight battles. Choose the moment when support is strongest. Ideas </p><p> Using an article from a paper or magazine, de-emotionalize an otherwise dramatic </p><p> story. List the straight facts of the issues without bias or sensationalism. Share this example </p><p> with your team to practice control of emotions. </p><p> At work, present a sensitive issue as a business case. Focus on financial profits and </p><p> losses, personnel numbers, and other data-driven metrics. </p><p> This week, begin building relationships with colleagues who are passionate about the </p><p> same issues as you. Work with them behind the scenes to develop support, again keeping the </p><p> focus on the business case and not the emotional issues. </p><p> Become aware of changing trends surrounding the issues you are interested in. Use </p><p> this information to time the introduction of your business case to your organization or </p><p> community. </p><p>Questions</p><p> How can you minimize the stigma or discomfort surrounding sensitive topics? </p><p> Are there certain topics you are uncomfortable discussing? Why? </p><p> What helps you put your own emotions aside during a tense situation? </p><p> In what ways can you build community support for a troubling topic? </p><p>Keep A Sense Of Perspective About Your Challenges</p><p>Although personal problems can seem insurmountable, Kim Bromley-Derry reminds us that when you put them in perspective, they take on their proper proportions.</p><p>YouTube url is http://youtu.be/B1jkljH6b0E (Duration 1:55)</p><p>Summary </p><p> It is easy for people to be consumed by the problems and difficulties of their lives. </p><p> Realizing the issues other people are dealing with can put a person’s own issues into </p><p> perspective.  Reflecting back on difficult situations during one’s career can help to overcome current</p><p> professional obstacles. </p><p> Lessons from the past can help individuals to prepare for upcoming hurdles. </p><p>Ideas </p><p> Read the biographies of leaders who have overcome the odds, such as Franklin </p><p>Roosevelt, Mary Kay Anthony, or Maya Angelou. Take note of how they persevered and found </p><p> success. </p><p> Spend time working with a local charity. When you are discouraged in your personal </p><p> life, remember the successes you are building elsewhere. </p><p> Reflect on a time in your life when you faced a daunting challenge. Remember the </p><p> actions that helped you achieve your goals and use them in your current situation. </p><p> Put your problem into an eternal perspective. Consider how this issue fits into the </p><p> overall scheme of your life as a whole and determine how important it truly is. </p><p>Questions </p><p> Where do you find the most encouragement during trying times? </p><p> Which people in your life have been supportive through difficulties in the past? </p><p> What inspires you to go the extra mile and keep going when the going gets tough? </p><p> How can you be an encouragement to others when they experience trials? </p><p>Knowing When to Take the Blame</p><p>Sometimes true leadership means taking on unpleasant tasks, like taking the blame or admitting you don't know something, as Tim Brighouse shares from his personal experiences. http://youtu.be/5fiX81J10k0 (Duration 4:19) </p><p>Summary </p><p> Openness and honesty are rare and valued traits in leadership. </p><p> It is better to admit ignorance than to give out false or contradictory information.  Senior leaders must sometimes take responsibility for others' mistakes in order to </p><p> protect them from poor public opinion. </p><p> By shielding colleagues from public blame, you also create an environment of trust </p><p> within an organization. </p><p>Ideas </p><p> Foster an atmosphere of candor in your department. This week, verbally encourage </p><p> employees to be honest and open about any lack of knowledge they are experiencing on the </p><p> job. </p><p> Give them the tools to find the answers they need. </p><p> This month, ask for opinions and ideas from others. Let them know that you truly value</p><p> their input and that you don’t have all the answers on your own. </p><p> Accepting responsibility for mistakes can be difficult, especially when there is fear of </p><p> reprisal. Practice being honest about your transgressions in a safe atmosphere, such as at </p><p> home. </p><p> Today, confess to your spouse or children something you have left undone, and </p><p> apologize sincerely. Take immediate steps to rectify the situation. </p><p> Understanding when to take blame is a crucial factor in building a reputation. This </p><p> afternoon, consider the pros and cons of putting yourself forward in this type of situation. Write </p><p> down the possible outcomes and evaluate the benefits and detractions. </p><p>Questions </p><p> When is it appropriate to admit ignorance in a business situation? When should you </p><p> remain silent? </p><p> How can you maintain a reputation for efficiency and responsibility while still being </p><p> open about a lack of knowledge? </p><p> When shielding others from blame, what is the effect your own character and </p><p> standing? </p><p> Should you expect reciprocal behavior from others in your organization? </p><p>Qualities of a Leader in a Time of Crisis Tim Brighouse shares the four main qualities needed by leaders to sustain long-term successful careers.</p><p>YouTube url is http://youtu.be/V_p5yiC7nGk (Duration 6:12) </p><p>Summary </p><p> Leaders need specific qualities to equip them for prosperous and thriving careers. </p><p> An optimistic view of possibilities allows leaders to create a positive and encouraging </p><p> vision for those around them. </p><p> Crises need to be seen as exciting challenges rather than potential failures. </p><p> A leader needs an intellectual curiosity about the world in order to creatively solve </p><p> problems and design strategies for the future. </p><p> Paranoia and insecurity can create a self-absorption that blinds leaders to other </p><p> important issues as well as lessening their power as role models </p><p>Ideas </p><p> One way to create optimism in yourself and others is by simple practice. Make a list of </p><p> encouraging words or phrases and work them into your daily conversations this week. </p><p> The way you view crises can have an untold impact on your career. Think of a recent </p><p> emergency or predicament in your local community. Write up a game plan or strategy for how </p><p> you would have responded to the situation described in this lesson. </p><p> Intellectual curiosity not only helps us solve problems, but helps us avoid them in the </p><p> first place. As a practice exercise, devise a strategy of development for your neighborhood. Be </p><p> sure to include plans that proactively manage sustainability, profitability, and community needs. </p><p> A key to avoiding paranoia and self-pity is keeping your eye on the goal. Picture your </p><p> mind as a suitcase. You only have room for good things. When your mind is full of fear, you </p><p> can’t close the suitcase. Unpack the worries to make room for positive ideas and actions. Questions </p><p> Of the four leader qualities described in this lesson, which would you say is the most </p><p> important? Why?  How does your view of challenges and opportunities influence those around you? </p><p> What role does your personality play in your ultimate success or failure? </p><p> Are the traits of a good leader learned, or are they naturally ingrained? </p><p> How can you, as a leader, help others gain these traits? </p><p>Remain Emotionally Detached in Difficult Situations</p><p>It is inevitable that leaders are involved in mediating emotionally-charged situations. Dame Yasmin Bevan explains that an effective leader will handle these matters with a sense of neutrality, utilizing both a calm demeanor and an open mind. </p><p>YouTube url is http://youtu.be/nCksDiAdiS4 (Duration 4:46)</p><p>Summary </p><p> A good leader can handle an emotional situation with objectivity. </p><p> A willingness to receive criticism without outwardly showing resentment will enable </p><p> leaders to diffuse hostile confrontations. </p><p> Appraising a situation should involve the ability to listen well and record or remember a</p><p> thorough account of the discussion. </p><p> A leader must be willing to lay out his beliefs and expectations for others. </p><p> While negative perceptions of him may exist, a leader must still demonstrate the ability</p><p> to be non-judgmental and handle matters in an unbiased way. </p><p>Ideas</p><p> Set aside 30 minutes this week to research objectivity. Look for techniques to try in </p><p> your own work setting and plan to use at least two in any upcoming meetings. </p><p> Identify a situation where you allowed emotion to cloud your judgment. Plan to meet </p><p> with the person(s) this affected in the next two weeks and start fresh on your discussion. </p><p> As a leader, think about the core beliefs and expectations you have for employees. </p><p>Over the next month, work with Corporate Communication to incorporate these into a monthly </p><p> motivational message to employees.  As a manager, allow at least 30 minutes in an upcoming team meeting for employees </p><p> to speak freely about your leadership style as well as that of fellow team members. Ask </p><p> everyone to keep a journal of the comments and refer to them weekly for guidance and </p><p> encouragement. </p><p>Questions </p><p> What conditions might make it impossible for a leader to remain neutral? </p><p> Think about a time when you let your emotions get the best of you. What was the </p><p> outcome? </p><p> How can an individual mentally prepare to receive criticism from peers or employees? </p><p> Can envy of position cloud our judgment of leaders? </p><p> When is too much honesty damaging to a relationship? </p><p>The Power Of Optimism</p><p>The power of optimism and belief is essential to motivating and encouraging people to achieve their goals, as Geoff Southworth emphasizes in this lesson. YouTube url is http://youtu.be/MlaB6aRyDko (Duration 6:08) </p><p>Summary</p><p> Optimism builds people up, inspiring them to dream bigger and achieve more. </p><p> Conversely, cynicism drags people down, hindering their abilities to move forward. </p><p> Leaders need to use positive reinforcement to ignite excitement and passion in those </p><p> who follow them. </p><p> Optimism is the fuel that keeps people going during difficult times, creating an </p><p> atmosphere that encourages people to press on. </p><p> Belief is what sustains leaders in times of difficulty or setbacks. </p><p>Ideas  Being a motivational speaker isn’t all about long-winded speeches. Motivate </p><p> colleagues and friends by using encouraging words in your daily speech. Compliment at least </p><p> two people a day for the next month, until it becomes a natural tendency. </p><p> Investing in others shows that you believe in their ability to grow and accomplish new </p><p> goals. This week, investigate continuing education programs in your industry or at your local </p><p> community college. Take immediate steps to make these options available to employees. </p><p> Enthusiasm is contagious, so begin sharing yours. This month, find at least three ways</p><p> to share your passion with others in the organization. </p><p> Find a way to inspire yourself. Each day, read a story of someone who has faced </p><p> difficulties with grace, enthusiasm, and courage. Explore sites like //www.biographyonline.net/ </p><p> or find book collections that motivate you personally. </p><p>Questions </p><p> Are you a naturally positive person? How can you become more optimistic? </p><p> What methods of motivation have you used in the past? How successful were they? </p><p> How enthusiastic or excited is your department about its work? </p><p> How can you encourage an employee who has a particularly negative view or poor </p><p> self-esteem? </p><p> What benefits do you gain by creating an atmosphere with a can-do attitude? © Crown copyright 2015 You may re-use this document/publication (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence v2.0. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned.</p><p>To view this licence: visit www.nationalarchives.gov.uk/doc/open-government-licence/version/2</p><p> email [email protected]</p><p>About this publication: enquiries www.education.gov.uk/contactus </p><p> download www.gov.uk/government/publications </p><p>Reference: NCTL Legacy</p><p>Follow us on Twitter: Like us on Facebook: @educationgovuk facebook.com/educationgovuk</p>