The Five Practices Of Highly Resilient People: Why Some Flourish When Others Fold

It is such an honor, uh, and a delight and a pleasure to be here with you, uh, to be a part of the incredible work that you're doing at Achieve Engagement, to have you kg just be a tremendous sponsor for this work and to allow people to get a free copy of this book, which is amazing. It's hard cover right now you guys. So, uh, you know, it's, it's the most expensive it'll ever be. It's, it's, um, you know, $ retail. So, um, to purchase of these books, um, is just incredible and we're so delighted to give you the opportunity to win it. Um, who doesn't love to win things, right? Um, well, as Zach shared, I've been studying resilience and really wanting to understand. I know Sarah, especially books, uh, I feel the same way. I've been studying resilience for, for two decades, and I'm so delighted to have this time with all of you this afternoon that all of you have shown up with enthusiasm, with excitement, with joy, with anticipation about what you might have the opportunity to learn here and how you might continue to grow and develop on your journey. And what my sincere desire is for us during this time together is that you will find something that I talk about, that we talk about that will be a significant unlock for you on your continued journey of growth and development, that you will find an unlock that serves a greater sense of inspiration, uh, that gives you an opportunity for greater insight. Because what I find is that a number of these concepts are truly life-changing for people. And I don't just sort of throw those, those words. I don't throw words like transformation around lightly, because sometimes learning just one of these concepts is like if you have an Excel spreadsheet, you can change the value in one cell and then the whole spreadsheet updates. And what our opportunity is here today is to actually look at this concept of resilience with new eyes through a new lens and see for each of you, if we can find value in your resilient spreadsheet, that's going to allow you to be able to change the values and update your thinking and your human spreadsheet in an incredibly significant way. So I'm gonna spend some time, uh, talking with you about these concepts of resilience, what I've learned, and then we wanna reserve really the last, you know, minutes or so for your questions that you wanna bring in for us through the chat. I saw that you're coming in from so many places, you have incredible experience and backgrounds, and we'd love to hear from you as we go along. Um, if you wanna type into the chat, things that are resonating for you, ideas that you have, underscore things that others in the community are saying. And then when it gets to our question and answer time, I'll be so delighted to get to respond to your questions and your ideas. So let's go ahead and kick things off. The five practices of highly resilient people. Why some flourish when others fold. I wanna start with a story and starting with a story is tremendously powerful because storytelling, as many of you know, takes us on the longest and most important journey that any of us can go on as humans. And this is the journey from our head down into our heart. In fact, the journey from our head down into our heart, traveling that inches through our body is deeply important because we get out of our thinking, worrying, strategizing, analytical mind, and we get into our heart. And this is why stories are so powerful, because it gets us out of our cognitive mind and into the center of who we are, into our deeper knowing, into our emotional field, into our intuition. And we're able to feel into what is true and be present in this moment, rather than being in our heads and projecting into the future, regretting the past, worrying about what's going to happen next or simply enjoying this moment. Story that I wanna start with is a story about a gentleman by the name of Keith Jarrett. Now, many years ago, Keith Jarrett flew to Germany to play a piano concert, and Keith was already struggling as many of us do. What I like to say is that there is struggle in every good life, and every good life has a struggle. None of us are struggle free. And Keith was no different. Keith was a very famous piano player by this point, and yet when he arrived in Germany, he was grappling with back pain, with insomnia, and with anxiety. Now he pulls up to the concert venue and it's pouring rain. And the concert promoter Vera, promoter Vera Brandeis comes out and she's got like a rain jacket pulled over her head. So here's Keith. He rolls down the window, it's pouring rain, there's like a crack, and she's got this rain jacket. And Vera has to do something that a number of us have done over the course of our careers. She needs to deliver some bad news. Her first piece of bad news for Keith is that the piano that he is supposed to play on this very evening in front of a thousand people is out of tune. And in fact, there will be no time to tune the piano, but the second piece of bad news that she has to share is actually worse. The second piece of bad news that is worse is that they have delivered the wrong piano. And in fact, this piano that's out of tune is also ladies and gentlemen broken. So now Keith is being asked to play at a concert in a couple of hours in front of thousands of people on a broken out of tune piano. Now why Keith Jarrett didn't just signal to his driver to like turn around and go back to the airport? We don't know. But in fact, Keith kinda liked the challenge and he decided that that night he was gonna play that concert in front of thousands of people on a broken out of tune piano. And what happened next is even more astounding because after playing that concert for over an hour, Keith Rose from his bench to a standing ovation from the crowd. He received a standing ovation for this concert that he played on a broken out of tune piano. And a few months later, his team realized that the concert that had been well received with the standing ovation had been recorded. And so they reasoned why not release this concert as an album? Sure enough, they released the Cologne concert as an album. And do you believe what happened next? This album became the number one jazz piano album by a solo artist of all time, of all time. And it still stands today the bestselling album by a solo jazz piano artist was played on a broken and out of tune piano. Now, why do I tell you the story? I tell you the story because this exemplifies what resilience truly is. There's so many of us right now that are saying, you know what? I'm tired of resilience. I don't wanna be resilient anymore. I look forward to the moment where I don't ever have to be resilient. And that's like going to the doctor for an infection and getting a script for antibiotics or a medicine and saying, I'm so tired of these medicines that are supposed to make me better. Look, resilience is not the thing that ails us. It's the significant degree of challenge, change and complexity that is wearing us down is making us feel exhausted. But resilience is actually the cure. Resilience in this case is the medicine, it's the antibiotic. So we're not tired of resilience. We're tired of the profound nature of challenge change and complexity in all of our lives. That feels overwhelming and exhausting. And when I think about this story with Keith Jarrett, resilience is actually what takes something that is broken like a piano and makes it beautiful. That's what Keith did. He showed up to this challenge. This might be like asking you to do your job with half a keyboard and no wifi on your computer, right? And yet he saw the challenge and he took it on. So resilience is about taking what is broken lit, literally or figuratively, and making it beautiful. Resilience is also the essence of being human. This is so important. This is one of those unlocks for people that creates greater insight and inspiration. Because what I learned is that we don't go out and find resilience. Resilience finds us, it already found us by virtue of being human. We are all inherently resilient. And what a relief, right? Because so many of us come into these conversations saying, I hope I'm resilient. Am I resilient? Am I resilient enough? Am I gonna be found out? It's like this resilience imposter syndrome, this resilience dread. And what I'm here to tell you is that resilience is fundamentally a part of who we are. How do I know this? Because you have survived. Oh, hold on, I'm in a conference room. I have to move around, otherwise it gets dark. There we go back. Okay, how do I know this? Because resilience has allowed us to move through every disappointment, loss, rejection, hurt, diagnosis, crisis to date. We all made it through even when we didn't think we were gonna make it. We did. And so resilience is not something we go out and find. Resilience is something that we are, that we have become that already exists inside of each and every one of us. Now, I wanted to understand how we as humans, effectively face challenge change and complexity where the three Cs. So for two decades I asked people this powerful yet simple question, which is, when you've faced significant challenges in the past, what have you done to effectively face those challenges? Now, having interviewed hundreds of people and collected thousands of pieces of data, what I've found are the five practices of highly resilient people. That in fact there are a series of common threads around how we can all, as humans, effectively face challenge, be more resilient. And that there are five practices in which we can do that. Now, what I wanna offer you is a moment of reflection and experience around this idea of challenge. And I call this the reverse bucket list. Now, this is in my book, and this is a concept, one of the concept that I developed to help us understand and learn about resilience and challenge more effectively. And what I want us to do in this moment is to actually recast the role that challenge plays in our lives. Because so often we think about avoiding challenge. In fact, we don't get to avoid challenge, challenge change and complexity or the three Cs as I call them. This is the fabric of what it means to be human. And what I found was is I began to have the opportunity to engage in some of my bucket list items, some of those pleasurable things that I wanted to do, wanted to experience in this life. I looked around and I was like, yeah, this is great. I'm loving this right? And on those bucket list moments, while they were pleasurable and beautiful and lovely, I found that it was actually the moments, the hard things, the adversity that I had hoped to avoid that taught me the most about myself and my values and the people that I wanted to have in my life. And I call this the reverse bucket list. So let's do this exercise. Often challenge the reverse bucket list teaches us more than our bucket list the pleasurable experiences we imagine we want to have in this life. So here's a reflection. We're gonna take two or three minutes to do this together. Reflection is looking back, think of a time you effectively faced a significant challenge, right? And then what you get to look at is how has this challenge formed you into the person that you are today? And I want you to spend some time thinking about that because this is about re casting the role of challenge in our life and seeing that it is actually a critical and formative element of our development. Now, you can also think about, you know, when you think about how challenge formed you and how you effectively faced challenge, you can also consider important things like mindset, your support system, the circumstances under which you faced that challenge or challenges your personal strengths, resources, knowledge and abilities. Reflection is so important because for all of us, we're bombarded by information, by back to back meetings, conversations, media, direct messages, emails, text messages, and just getting those little moments of peace where our mind can relax and we can actually reflect and start to put things together and integrate our experiences becoming more and more rare. So this moment of reflection is tremendously important. And what I want you to do is I want you to resist the temptation to check your email or your text messages or something of that nature. And I want you just to be inside of your own mind, inside of yourself, and to think about a challenge that you faced and how this challenge formed you into the person that you are today. So we'll take about two minutes for you to have this reflective moment. You're welcome to share out what you're learning, um, the insights that you're having inside the chat. I'm gonna mute out for about two minutes and we're just gonna have a beautiful moment of experiential reflection collectively. Then I'll come back in and we'll come, we'll move on together. Alright, two minutes of reflection, here we go. Okay, beautiful. That was our two minutes of reflection. So what I'm hoping for you is that you had the opportunity to see that although the challenger challenges that you were reflecting on were difficult, painful, um, there was, you know, a moment of facing tremendous adversity that you can also see in the spirit of the reverse bucket list how these challenges formed you in a significant and meaningful way and brought you into the, the person that you are today. So as we think about this concept of resilience, I wanna share a very clear definition with you that's come out of my work. And the definition is that resilience is the ability to effectively address, challenge, change and complexity or the three Cs in a manner that allows us to be enhanced over time by that experience, not diminished. Now, this definition is powerful because of what you see here on the page and also because what is not here now, what we now know is that when we truly harness resilience, we don't bounce back. We don't go back to the way that we were before we actually bounce forward. And this is a significant unlock for people because I can't tell you how many people have come up to me on stage or direct messaged me after a virtual presentation and said, I feel like I demonstrated resilience in a moment of challenge. And yet I haven't gone back to the way I was before. I didn't go back to the way I was before I experienced trauma, before I had this loss, before I, uh, was reallocated in my job before I had this new baby. And in fact, resilience isn't about being unchanged. It's not about going back to the way that we were before. It's about allowing ourselves to be fundamentally and forever changed and to bounce forward, to take the wisdom and the knowledge of what we're learning and to be able to utilize that and move forward in our lives with a greater sense of empathy and compassion wisdom. Now, Stephen Covey did a little something called Control the controllables. And what he demonstrated to us is that we have things that are inside of our span of control and things that are outside of our span of control. Now, you might say to me, Hey, Dr. Taryn, I appreciate you and I actually know what's inside of my span of control. I know that my words and my mindset and my discretionary effort are all within my control. And I know that, you know, things like other people's feelings and actions are not inside of my control. And I would say that's wonderful. And just because we know something doesn't mean we do the thing, or that our actions match what we actually know in our brains. Because what I've found is we only spend about % of our discretionary energy and effort on things we can control. And we spend % of our discretionary effort and energy on things outside of our control. So just because we know the difference doesn't mean we do the difference, doesn't mean our actions match our knowing. And I want you to imagine again then for a moment, what if we even took % of that % in the outer ring and we brought it inside and we said, you know what? I'm gonna spend % of my time focused on the things that I can control. What if we brought almost a third more inside and said, I'm going to use my energy on the things I can actually influence and impact and control. What a difference that would make for you and for all of us. And what I love about the five practices of highly resilient people is that these are all things in our inner circle. These are all actions and behaviors that we can control. Now, the five practices, the five ways that we can effectively address challenge, are vulnerability, productive, perseverance, connection, gio, and possibility. I'm gonna go over each of the practices at a super high level. I'm gonna share some practical ways that you can begin to engage in these practices today. And then we're gonna have an opportunity to discuss all of this together. So the first practice is the practice of vulnerability. Now, if there's another word after resilience that is tremendously misunderstood, it's vulnerability because we think about vulnerability as like being self-deprecating or just being transparent and sharing everything. And in fact, that's not what vulnerability is. What vulnerability is is allowing our inside self, our thoughts, feelings, and experience to match the outside self that we share with the external world. Now this is called in psychology. Congruence and vulnerability is powerful and the cornerstone of resilience, I see these little hearts coming through and I kind of love it. So thanks for that. Well, minus the kind of, I do love it. Thanks for those hearts. So vulnerability is the cornerstone of authenticity and empathy. If you think about it, we can't tap into something authentic and empathetic within ourselves without first tapping into our vulnerability. Ah, you guys are making me feel so good with these hearts. Thank you. So why aren't we more vulnerable with each other? Why aren't we living our most fabulous vulnerable life? It's a little something I uncovered called the vulnerability bias. And what the vulnerability bias tells us is that in that moment when we think we're gonna share more about ourselves, when we're gonna be seen and known to a greater degree, in fact, the vulnerability bias says, uh, Uhuh, that's a terrible idea. If you are vulnerable, if you allow people to see you and know you to a greater degree, people won't like you, they won't love you, and they might leave. And that's a powerful prohibition for us just to stay in our vulnerability cage and not share anything with anyone. But what I found is that the vulnerability bias is actually untrue. That in fact, when we do engage in our vulnerability and allow people to see and know us to a greater degree, to tap into our authenticity and our empathy as people and leaders and managers, that this actually amplifies our connections and people feel closer to us, not farther away. So the ways that you can practically connect with vulnerability is to recognize that vulnerability is not about discrediting, degrading, or downplaying yourself. You can practice this with your teams. It's called Rose Bud and Thorn. It's about not just sharing our successes and also being willing to share our challenges and failures. Each person gets to seconds and you go around the in-person or the virtual room, and each person shares a rose, something that's a success, maybe a top five or % thing that's happening in their lives, a thorn, a bottom top five or % thing that's happening in their lives. And then a bud, uh, something that's emerging, blossoming into their lives that they're excited about. I promise you this is a beautiful way to begin to allow people to bring their whole selves to work for you, to bring your whole self to work and what you do each and every day. And you'll learn so much more about your team members than you would if you just simply talk about the Super Bowl commercials or what folks wore to the Met Gala. And you also get to recognize the power of the vulnerability bias in blocking our authenticity and empathy. Now, our second practice is the practice of productive perseverance. Productive perseverance is about intelligently pursuing a goal. The most resilient people don't simply keep going no matter what, and they also aren't people who don't quit. In fact, productive perseverance is the intelligent pursuit of the goal. It's about looking on what you're trying to accomplish and determining knowing when to maintain the mission even when things get hard and when to pivot in a new direction. Now, a lot of people ask me about this concept of grit. They want to know is grit the same as resilience? In fact, grit is very different than resilience. Grit is about continuing in the direction of our goals despite facing challenge. But as we've experienced in recent years, when our environment, when our world, when our marketplaces are so much more volatile, there's so much more shifting and changing in disruption, simply putting our head down and focusing on a goal may not be the most effective way to achieve what we're after. Because the landscape that we live and work in is changing so much that by not checking in with that, by not looking at the disruptors, by not understanding the impact of the volatility or the change that we're experiencing, the landscape can change significantly. And our goal or our focus may no longer be relevant. Now, I do have a little bit of resilience humor for you. I live in Philadelphia. I noticed, um, Christine came on and was from Philly as well. Hey, Christine. Uh, so Angela Duckworth also lives in our area who developed the concept of grit. And so the way that you can think about, uh, the relationship between grit and resilience is in this way, productive. Perseverance is what to do when the grit hits the fan. Get it? Ha. All right. So let's talk about growth and development and persevering on our journey. Yes, thank you for that clapping in that laughter. I appreciate it. It's great to have a little, little goofy humor in the afternoon. So I have no desire to climb Mount Everest, and some of you may have climbed Mount Everest, or this might be a big goal for you. And I love that I read this book by John k Crackower called Into Thin Air. And what I realized was I had always thought that we would climb Mount Everest by just, you know, like trucking straight up to the top over time. And what I learned is that there's like this sort of zigzag pattern of starting at base camp, going up to camp one, coming back to base camp, to acclimatize, going back up to camp one, maybe coming back down, maybe going to camp two, right? And I was so just interested in this trajectory because I began thinking to myself, if we don't climb the highest peak on our planet in a straight line, how could we ever imagine that something so much more complicated like growth and development and change forming a new habit would be a straight line. And so what we get to realize with productive perseverance is that growth and development are not a straight line. Just like climbing Mount Everest, we're gonna take some steps forward up to the next camp, and then we may come back down to integrate our experience or to acclimatize literally and figuratively with productive perseverance. I think it's helpful to remember that we get to find joy in the journey. In fact, the word joy is in the word journey and not focus too much on the destination. I got to interview this gentleman by the name of Lee Kemp. Some of you may be familiar with him. He was the most competitive wrestler in the whole world back in the 1980s and was favored to win the gold medal when the US decided to boycott the Olympics, uh, in Russia. And Lee missed his opportunity to get to compete on a global stage and to capture that gold medal. And he spent years, two decades being really angry about this missed opportunity. And in fact, he created a documentary with Netflix called Wrestled Away about Missing his Opportunity for Gold. And I was curious to know from Lee how he thought about productive perseverance and pursuing his goals, knowing what had happened. And Lee said something so powerful, he said, don't put too much emphasis on your B plan or your B plan will become your A plan. And I was really struck by that because here's someone whose a plan did not come to fruition, and yet he was very clear that we always need to focus on our A plan and not have so much of a backup plan that that backup plan overtakes our initial goal. Now, our third practice is the practice of connection. Connection first and foremost is about the connection with ourselves, knowing our worth, our value, trusting our gut, listening to our intuition, and then forming external relationships with those outside of ourselves. Now, there's a lot of talk right now about burnout, stress, and exhaustion. And what I can tell you is there is not a single person who has ever experienced burnout or exhaustion that hasn't in some way limited their connection internally to themselves. When we stop listening to what our body needs, when we start pushing ourselves too hard, when we stop numb, when we start numbing our feelings, when we stop listening to the internal intelligence that lives within us, this is when we're at risk for now. When we get to think about connection in two ways. First, the connection with ourselves, I like to say what follows I am follows you. The real estate of our minds is more important than any home, any condo, any apartment we're ever going to live in. Our mindset is deeply important and actually facilitates the level of performance that we're able to contribute and the extent to which we actually live into our full potential. So what you get to do is an audit of the self-talk that's happening in the real estate of your own mind. So think about over the course of today or the next couple of days, what are you saying to yourself in the real estate of your own mind? What follows I am? And what you can do is you can draw a line, you know, you can grab like a piece of paper, right? And you can draw a line down the center, right? This is super simple. And on one side of the line, you're gonna write all of the positive, loving, encouraging things that you're saying to yourself. And on the other side of the line, you're gonna capture the things that are not so loving or positive or encouraging. In fact, they might be mean or cruel or degrading. And it's really important to recognize what you're saying to yourself in the real estate of your own mind. Because once you recognize that you're saying things to yourself that are unkind and not helpful, you can actually replace those words, those phrases in your mind. And when I did this audit for myself, something really important happened. I realized that I was saying things to myself in the real estate of my own mind, that if someone else had said those mean cruel, awful things to me, that relationship would've been over a long time ago. So why was I staying in relationship with myself and allowing myself to say those things to me? The second thing that you can do is you can look at your external connections. I like to say, show me your friends and family, and I'll show you your future. Jim Lair said, we become the average of the five people we spend the most time with. So now do an audit of your external connections. Who are the five people that you're spending the most time with? Are they bringing up your average or are they bringing it down? Do they encourage you when you have a success or a win? Or are they a little snarky about it? You see, the people that we surround ourselves is the second greatest predictor of who we will ultimately become in this life. So surround yourself with the people that you ultimately want to become more alike, because that is exactly what's going to happen with the practice of connection. You get to listen to your, the still small voice within you, that internal guidance you get to carefully listen to and audit yourself talk, recognizing the importance of the words that follow I am. And you get to audit your external connections and surround yourself with the people that you want to become more alike. Now, our fourth practice is the practice of gio. This is a hybrid for the word of gratitude and generosity. Gratitude is about finding the good and the challenge, even if we wouldn't have chosen that circumstance. And generosity is about sharing our experiences, our resilient stories to solidify our own resilience. And so others can learn from us vicarious sleep. Well, how do you know if you have a resilient story? The good news is given that all of us are humans, we all have at least one resilient story. Now, oftentimes our resilient story is a story that we don't want to tell, but most needs to be told. One of the examples for me is I felt in my adult life that I had always had a learning disability. And at age , I finally went and got tested. And do you know, I've been dyslexic for my entire life. Now I felt like I shouldn't tell people about my dyslexia. I was rising as a high potential leader at Cigna and Nike, and I thought having a learning disability and being dyslexic, being neuro atypical would discredit me. But in fact, when I told the story of my dyslexia, of what I was facing, of what it felt like to be a neuro atypical person in a neurotypical world, in fact, in the spirit of vulnerability and disproving the vulnerability bias, that created a greater sense of connection that humanized me for people. And so when we tell our resilient stories, this becomes a map for us and for others. We solidify our own resilience. All of the ways that I taught myself to read as a, as a young girl in second and third grade, because I didn't wanna be in the lowest reading group anymore, but yet I didn't know what was wrong with me. And we also, in sharing our resilient stories, raise others up. There are people that are farther back on the path that look at us and say, you know what? If you can do it, or if that person can do it, so can I. And so our stories become part of someone else's survival guide. We may not even know it at the time that we're encouraging someone or that someone else needs to hear our story. And yet, in addition to solidifying our own resilience, we also have the opportunity to support other people that are farther back on their journey. So with curiosity, we get to share resilient stories to travel that inches from our head down into our heart. Rather than giving advice, we get to ask ourselves, why is this happening for me? Instead of believing that things are happening to us, and we get to make the message of our resilient stories matter to solidify our own resilience, what we brought forward in those unexpected moments of adversity, and to be part of someone else's survival guide. Now our fifth and final practice is the practice of possibility. Possibility is about focusing first and foremost on progress and not getting derailed by the lure of perfection. It's about navigating the relationship or the paradox between risk and opportunity that shows up in any moment when we face challenge. Now, when I was out at Nike leading executive leadership development and talent strategy with our C-suite, my team and I looked after the top vice presidents, I saw this quote on the wall by one of Nike's co-founders, bill Bowerman. He was Phil Knight's track coach, and it said, perfection is a luxury we cannot afford. And I thought, sure enough, if the folks that founded Nike can't afford perfection, I'm pretty sure I can't. And you can't either. It's all lure and it's attractive, but it ultimately leads to no good and derails our good efforts. What we get to do is we get to be comfortable getting uncomfortable to move out of our comfort zone and into our performance zone to actively face our fear. So often we think of fear as being a bad thing or something negative, something we should hide or run away from. And yet what dyslexia taught me is that when I looked at the word scared and I looked at the word sacred, it was essentially the same word just with the sea in a different place. And I thought, what if in the wisdom of the English language, in fact, the things that scared us are actually the things we get to run toward? They're actually our most sacred opportunities for development and growth. So with the practice of possibility, we get to be reminded that perfection is the luxury we cannot afford, that we get to live to the greatest extent in our performance zone, not our comfort zone. And that what scared you is likely actually your most sacred opportunity for development and growth. Now, as we transition to this time for questions and dialogue, I wanna remind you of a little something called you are bamboo. You know, when we began to make investments in, in change and growth and development, it can feel frustrating that things aren't changing as fast as we want them to. You know, when I go on a diet or an exercise plan, I'm like, why isn't the scale moving? You know? And we want things to just come, come forward and, and be easier than oftentimes they really are. And I remember hearing this story about what it means when you plant a seed of bamboo. Now, of course, bamboo grows up to be this incredibly lush, beautiful, powerful, strong bo, but in the beginning, it doesn't start that way. It starts as a little seed planted in the ground. And in fact, when you plant a bamboo seed, it can take up to five years for that seed to germinate and grow and for that shoot to pierce through the dirt. And I think when we try to make change in our own lives, we're a lot like bamboo. There are things happening in the dark outside of our vision. We're toiling and trying and doing our best, and yet maybe we don't see any progress. We don't see a shoot coming up through the dirt. And in fact, we get to trust that below the surface, in the darkness things are changing, that our efforts and contributions deeply matter. And part of this work is about being patient enough to allow that shoot to pierce the surface, knowing that our efforts will ultimately grow into an incredibly strong forest. So we'd love to hear your questions, your ideas, your thoughts. Um, here you can capture this QR code. It will take you to my website. It will allow you to purchase the book directly, uh, as well as download the first chapter of the book. Will you wait for that book to come to your home? The book is also available on Audible. If you're someone who likes to listen to books, I actually read the book, uh, so you'll get to hear me, uh, share all of these practices with you. And what I'd like to say is that it's time for your resilience movement. You know, I've studied this work for two decades, and I'm so delighted to put it out into the world and to make it accessible to all of you because I knew that I wanted this to be something bigger than me, to gain more momentum, and for ultimately all of us to better understand how we can effectively face the inevitable moments of challenge, change and complexity. And I'll close on a quote from Keith Jarret, the idea of being present and being focused with ourselves and our development. It's quoted, jazz is there and gone. It happens. You have to be present for it. It's that simple. I think resilience is very much the same way, and our growth in development, we get to be present for it and show up for it. And ultimately, there'll be tremendous benefits and rewards. I'm so delighted that you have joined us here. Thank you for your beautiful hearts and your clapping and your celebration. It's so gorgeous. I'm so delighted. And for those of you that have questions and ideas, we'd love to hear them. Wow, thank you so much Dr. Terran. See all the hearts and love coming through. Obviously this was amazing. I took so much, so many notes and insights from this. And actually just to kind of help continue the journey to learning journey, because we are a learning and development community, we want to continuously improving. I'm curious from all of you, I just put this question in the chat. When you think about what element do you want to go to work on and practice and develop for your own resilience, which one kind of stood out? Like it takes a little courage to be vulnerable here and really show which one maybe you want to go to work on. For me, productive perseverance really resonated. I was like, okay, that one I've been missing. I need to, I need to maybe take some time to reflect on that. Um, so yeah, what are you gonna work on in the next days here? I guess in the meantime, as we start to see that Dr. Teran, we do have some questions that came in, uh, which, which obviously we have a lot of HR leaders, people who are leading the employee experience and also bringing new employees into the organization. And someone asked here, when we think about bringing new candidates into the organization and interviewing those candidates, are there certain types of questions or things that you can start to ask or, or bring to your team to understand a level of resiliency? You know, like is there a way to kind of rate that a little bit Bit? Hmm. It's such a great question. I'm so delighted that you asked it. And you know, what I'll tell you is I have this, uh, tremendous opportunity to get to work very closely with CHROs, with CPOs, with, uh, CLOs chief learning officers. And of course, I've, you know, sat in seats similar to those as head of global leadership development at Cigna and head of executive development and talent strategy at Nike. And I'm here in Chicago actually, because I was leading or chairing a summit with CDM media, uh, yesterday. And we had like a hundred, uh, CPOs and CHROs here in the Chicago area coming together to learn and grow and share insights and best practices and simply be in community. And so this idea of, of onboarding and, and how we're vetting talent, we know that we need deeply resilient people to be able to come into our organizations and to face the inevitable, you know, three Cs, the challenge change and complexity. So one thing that I do is work with organizations on their talent strategy and also how we can identify and onboard our resilient candidates. And what I would say from a, like a candidate selection process inside, uh, of your, uh, interview is there's a couple of things that you can do. The first thing is you can ask a question about failure. Ask a candidate to tell you about all of the things that they have failed at up until this moment. And someone who's very uncomfortable with, with failure, with challenge, you know, they're gonna kind of like freeze up, right? If you ask them to tell you all of the things that they have failed at. Um, I've even seen some of the organizations that I've worked with say, Hey, I'm gonna give you seconds. Tell me everything from elementary school until now that you have failed at, right? And just see what people do in that moment. And then the next question is, think about one of those failures that you've had. How has that failure contributed to the person that you are today and the set of strengths and talents that you would bring to our organization? That question is going to tell you if a candidate can connect actually the fact that they've had a failure, they've gone through challenge with how they are going to show up and, uh, bring a skillset of talent and strengths, you know, to the table. Right. Um, let's see. Yeah, and then I think a third question is inviting people to, you know, to do it differently, right? So looking back on a challenge or a change or complexity that you faced, tell me about a time when you didn't handle it as well as you would've liked to, and now in retrospect or hindsight, what would you d do differently that shows you kind of like how a person, you know, might, um, not be their best self, let's say in that moment that they recognized it, that they learned from it, and now how they're going to be able to handle a situation in that sort of genre of challenge better? Yeah, I love that. Those are some great questions, and especially when you think about how many challenges we're constantly gonna have to face as a company in the the world work today, understanding how people navigate these things is, is really gonna be the make or break difference on how well you thrive. So, okay, one more question I think we have time for here. And this is something that I was even thinking about as you were sharing this. And, uh, Sarita you just shared this question, uh, as well, that aligned with what I was thinking about. There's certain industries or there's certain leaders who might not even like the word resilience or when I heard you start talking about vulnerability, right? Like to, there might be those leaders or kind of industries that kind of resist embracing that type of mindset. I guess how, what advice would you have to help get that group of people being, you know, embracing this type of perspective or this mindset when maybe it doesn't align with how they work today? I embracing the, the concept of resilience. Yeah. Resilience, vulnerability and just, uh, kind of welcoming this type of leadership when maybe that wasn't their style in the past. Yeah, absolutely. Well, you know, anytime I think we're inviting people inside of an organization to engage in change, we get to not underestimate, um, the, you know, undertaking associated with creating that, with creating that change. And so we get to look at a variety of things. You know, I think we get to look at the culture of the organization. We get to look at the, you know, the readiness and the sponsorship of the leaders. You know, typically when we're going to make a change around embracing resilience to a greater degree or one of the practices like vulnerability, that's not really like a grassroots kind of, um, initiative, right? It really needs to be something that, uh, leadership is embracing, call it at the top of the house, if you will. And then this is something that is going to be, you know, um, passed, passed down and, and shared with the broader organization. And many times, you know, there's this, um, you know, there's, there's many precursors, right? Um, or sort of prerequisites that we get to focus on. Um, you know, vulnerability can be, and I see some of this, you know, in the, in the chat, right? Um, I'm not able to read it to the degree that I want to and speak at the same time, you know, but like vulnerability for people is like really like a lightning, a lightning rod, you know? And people say, you know, well, vulnerability is not welcome in my organization. You know, and there are organizations where that is, you know, incredibly true. And so if an organization does want to adopt, you know, greater resilience, want to adopt these five practices, want to adopt vulnerability to a greater degree, then really what we need to do is to, um, you know, pave the way for that to happen. And that starts with psychological safety. That starts with creating an environment where people are going to feel safer to be able to share themselves, you know, to a, to a greater degree. And, you know, if we don't have a sense of psychological safety inside of an organization, then inviting people to be vulnerable is, you know, minimally, you know, just gonna be a waste of time and, and maximally, you know, detrimental to your organization or your people. Yeah. Wow. Well, we could spend another few hours on this topic, I'm sure. Thank you so much Dr. Tarn, for sharing your time and expertise with us. We're extremely grateful. Let's give a final round of applause everyone, maybe some more love and the emojis there. Thank you so much, Dr. Teran. Yes, everyone, this session is recorded. We're gonna get it posted within hours over the goal. We'll also follow up via email with the winners and start to get those sent out and announce later. So make sure you filled out that form if you wanted to, to claim. Otherwise, take advantage of that link and purchase the book, do the research, start to dig into this. And as Dr. Terran shared as well, she's leading these conversations internally with the organizations. So if that's something, definitely explore that with her as well. Otherwise, thank you so much for showing up today and investing in yourself and, and developing yourself with our community, and we'll look forward to seeing each other again soon. Thank you so much, everyone. Have a great rest of your day.

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