I came into the role of Chief Operating Officer of AMC in January 2021, overseeing all of our company’s shared services teams. 

Early 2021 was a time of challenge for many associations, nonprofit organizations, and their staff. Many organizations were struggling with the loss of key revenue streams, such as in-person conferences and events and declining membership or customer bases. Nearly all had to quickly adapt to virtual ways of meeting, collaborating, and conducting business. Many were running on fumes, working harder to adapt to a rapidly changing environment while still moving strategic goals forward.    

The tools and technologies to pivot to first a virtual and later hybrid work environment were in place at AMC, as were engagement strategies to keep staff connected to our bigger picture strategic goals and support their health and wellbeing.

But, after 30+ years working with associations in a variety of executive leadership roles, I knew that in order to support our clients’ growth objectives while also nurturing and sustaining a positive and productive virtual work environment, we needed to have conversations about building resilience as professionals and as leaders.

CHALLENGES ARE GROWTH OPPORTUNITIES

Oxford Languages defines resilience as “the capacity to withstand or to recover quickly from difficulties; toughness.”

While this is true, in my view, the definition is incomplete. 

For me, resilience is not only about recognizing and naming challenges, but also about finding opportunities and growth within those challenges. It’s about never losing sight of the goal or future state, while pragmatically focusing on what is essential today. 

Many years ago, when I was an executive director (ED) of a foundation with an intelligent and enthusiastic board that was eager to drive change on behalf of patients, there was no shortage of good ideas for potential funding consideration. As a newer ED, I found myself struggling with feelings of overwhelm, as the fire hose of ideas didn’t seem to have an off switch.  As I worked to balance competing priorities, I learned very early on that in striving to accomplish everything, I’d likely truly succeed at nothing. 

Though focus and the ability to prioritize are obvious attributes of an effective leader, what became clear was the very necessary practice of resilience. From that experience, I focused on 10 actions to grow my capacity for resilient leadership.

10 TIPS FOR INCREASING RESILIENCE AS A LEADER

1. Focus on key strategic goals. (I define essential tasks for the week on a sticky note.)
2. Set a daily intention (ie, My highest priority today is…).
3. Create agendas for every meeting and be sure to include clear outcomes and expectations.
4. Reduce distractions. Refrain from leaving email and instant messaging applications open all day; instead, set specific times for checking each during the day and then close applications when not in use to avoid creating an opening for constant distractions.
5. Know when your optimum “flow” time is and do the most complex or challenging work during that time period. 
6. Be vigilant about taking breaks. Whether it’s to refill a cup of coffee or sit down (away from your desk) for lunch, step away physically and mentally from your work. As much as your brain needs fuel in the form of healthy food, you also need to allow your brain to recharge.  (This doesn’t have to be passive, by the way, as a podcast, TED Talk, or walk outdoors can improve overall health and boost productivity.)
7. Adopt an active lifestyle. Your body and brain will thank you.
8. Socialize. Take time to be with other people, learn about your similarities and differences, and become more self-aware in the process.
9. Cultivate perspective. The difficult events of today may be forgotten next week or next year.
10. Practice gratitude for yourself, your team and a better-than-expected outcome.

Ultimately, the practice of leadership is an action and one that leads to growth and change if we’re open to it.

Susan Farrell Stock, MPS, is chief operating officer at AMC.

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