By Jeff Davidson
You've had those days: nothing is working and your frustration is mounting. Resilient individuals, however, manage to find their way back on track. They apply ingenuity to daily tasks, long-term projects, group relations, and other problems. If they lose a deal, they methodically assess the reasons why. If something goes wrong on client work, they jump right in to see what's askew. They consider and try out new possibilities and gather whatever insights emerge.
The resilient accountant adeptly manages sudden, significant, and complex change with minimal dysfunctional behavior. Rather than shrink from controversy, resilient professionals are more likely to dive into the fray. They take a stand-up role, and if necessary, admit where and when they went wrong. They assess the choices they made that lead to a particular result, as well as what other choices they could make to achieve a more desirable outcome in the future.
A Box, Not a Fortress
When resilient managers find themselves boxed in on all sides, they rarely wallow in self-pity. They're willing to square up and face their feelings, brainstorm, or even clean out the file cabinet, knowing that such activities can be therapeutic. Most vitally, they constantly determine what they can accomplish right now, today. They know that the act of getting things done generally proves to be an uplifting experience, however small the deed.
By identifying, observing, and then incorporating the behaviors of resilient people in your industry, you can change your own behavior to better deal with the world around and within you. Look for the worker who is efficient and doesn't come unglued in the face of setbacks – that's the person to emulate.
Rolling with the Punches
Resilient types are flexible and know when to roll with the punches. Often, they're adept at overcoming sentimental attachments to a place, a piece of equipment, a method, or even a business philosophy. They understand, particularly in the workplace, that most arrangements are temporary.
Resilient managers don't seem to get as flustered
by bends in the road. If they're thwarted in some aspect of a project, they make forward progress in others. Most importantly, they use what they have to in order to get what they want.