Holding the line
Leading teams through adversity and staying steady.
A half day on holding the line: leading teams through adversity, readiness and adaptability, sustaining resilience, a personal and team resilience plan, and managing your own emotions under strain.
- Level
- Explore
- Learning time
- 4 hours
- Where
- Leading yourself
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Leaders and managers carrying teams through sustained pressure across the public and voluntary sectors
Overview
When strain is sustained, teams take their cue from the leader. This half day, the first half of the Immerse Steady under pressure, begins with leading others through adversity, drawing on Amy Edmondson's psychological safety, Ronald Heifetz's holding environment and Google's Project Aristotle. It explores readiness and adaptability with Natalie Fratto's adaptability quotient, the Adobe Creative Cloud case and Hamel and Valikangas on continuous renewal. It moves through Steve Magness on real toughness, empathy versus compassion, and a personal resilience plan and team charter, closing with Ekman's and Feldman Barrett's theories of emotion and self-management through Boyatzis, Goleman and Susan David.
Aims
Put simply, the aim is to develop leaders whose own steadiness becomes part of the conditions their team works in: able to hold a team through difficulty, adapt as circumstances shift, plan resilience that holds on a hard day, and notice their own reactions before they leak into the room.
In summary, you will be able to:
- Apply the holding environment and psychological safety to keep a team steady and able to speak up during prolonged difficulty.
- Assess your team's readiness and adaptability, and write a resilience plan and team charter that work on a hard day.
- Use self-awareness and emotional agility to notice your own reactions under strain before they shape your team's mood.
What you'll develop
Across this Explore, you will develop the ability to:
- Explain Edmondson's definition of psychological safety and describe how a leader's response to the first piece of bad news builds or destroys it.
- Distinguish adaptability from resilience and explain why neither can substitute for the other.
- Explain why individual resilience work is incomplete on its own and distinguish Magness's real toughness from the appearance of strength.
- Assess your own resilience across the six areas and identify your largest gap, testing your score with someone who will be honest with you.
- Compare Ekman's classical theory of emotion with Barrett's theory of constructed emotion and identify where they genuinely disagree and where they agree.
- Describe the four internal competencies in Boyatzis and Goleman's model and Susan David's four skills of emotional agility.
- Use Heifetz's holding environment to judge when to turn the heat up or down during adaptive change.
- Identify the four observable behaviours of the adaptability quotient and plan one practical step for each in your own work.
Built from 6 modules.
4 hours of learning.
- 01Leading Others Through AdversityResilience, Wellbeing and Adaptability40 min
- 02Readiness and AdaptabilityResilience, Wellbeing and Adaptability40 min
- 03Sustaining Resilience and Wellbeing at WorkResilience, Wellbeing and Adaptability39 min
- 04Building a Personal and Team Resilience PlanResilience, Wellbeing and Adaptability37 min
- 05What Is an Emotion? Two Competing TheoriesEmotional Intelligence39 min
- 06Self-Awareness and Self-Management in PracticeEmotional Intelligence39 min