Prof. (Dr.) Angeline V. Teo
EIMT Switzerland
www.pepworldwideasia.com
Personal resilience is not about charging like a bull.
It’s knowing when to stop, step back to reflect, recalibrate, recover, realign, relearn, and return stronger.
Personal resilience is not about charging like a bull.
It’s knowing when to stop, step back to reflect, recalibrate, recover, realign, relearn, and return stronger.
There are many considerations when building a resilient organisation.
I identify 4 core pillars:
1. PEOPLE — Build people resilience
Help employees work more effectively while integrating work, life and family. When people know how to manage their time, energy and priorities, they can reduce stress and perform at their best.
2. POLICY — Make it easier to do the right thing
The right policies should support people and performance; not create unnecessary bureaucracy. Keep policies clear, practical and fit for purpose so people can make decisions and get things done.
3. PROCESS — Make work flow better
Good processes remove unnecessary steps, duplication and bottlenecks. When work flows more efficiently, teams spend less time dealing with complexity and more time creating value.
4. PROGRESS — Be the catalyst for growth
Resilience is not just about responding to challenges; it is about creating momentum for what comes next. Keep developing people, strengthening capabilities and being the catalyst that turns change into opportunities for growth.
When you strengthen People, Policy, Process and Progress, you build an organisation that can perform today, adapt to change and thrive tomorrow.
Reach out to us when you want to implement these strategies to help your organisation thrive and stay resilient in today’s BANI world.
Knowing what to do is not good enough.
The real difference comes from implementing the right strategies, staying committed, and turning them into meaningful results.
Knowledge gives you direction. Implementation creates results.
Not Everyone Is Trainable to Do Everything
Have you ever met someone who was brilliant at one thing—but struggled terribly with another?
Perhaps someone who was an outstanding individual contributor but found managing people exhausting.
Or someone who was incredibly creative but struggled with routine and repetitive work.
Or someone who was an excellent relationship builder but didn't enjoy working with numbers and detailed analysis.
Does that mean they lack ability?
Not necessarily.
It may simply mean that their strengths are better suited to some things than others.
And this is where people development becomes interesting.
We often assume that with enough training, coaching and motivation, we can teach anyone to do anything.
Perhaps the better approach is to understand what can be developed, what should be respected, and where each person can thrive.
There are at least three areas worth considering:
1. Psychological
People differ in personality, temperament, thinking styles, emotional resilience and responses to pressure. Some thrive in fast-paced, uncertain environments.
Others excel through careful analysis, reflection and planning.
Training can stretch our capabilities.
The goal shouldn't be to turn everyone into the same type of person. Instead, it should be to build on their strengths while developing the capabilities they need.
2. Physiological
We also have different physical and biological capabilities. Energy, stamina, sensory abilities, coordination and other physiological factors vary.
This isn't about being better or worse. It is about fit. The right environment can allow people to contribute at a much higher level.
3. Personal Values
Then there are personal values. What motivates one person may not motivate another.
Some value security. Others value adventure.
Some prioritise family. Others are driven by achievement, impact or service.
When a role conflicts fundamentally with someone's values, more training may not solve the problem.
Sometimes, the answer is better alignment.
Perhaps We Are Asking the Wrong Question
Instead of asking:
"How do I make this person fit the role?"
Perhaps leaders should ask:
"What role will allow this person to flourish?"
Different does not mean deficient. This is where the dog-and-cat analogy comes in.
You cannot train a dog to meow.
You cannot train a cat to bark.
And that's perfectly okay.
They don't need to become something else to have value.
Neither do people.
The role of great leadership is not to make everyone the same. It is to recognise differences, develop potential and create the conditions for people to do what they do best.
Not everyone is trainable to do everything.
But everyone has something they can do exceptionally well.
So, are we spending enough time developing people's strengths—or are we spending too much time trying to turn them into someone they're not?
Thomas approached me immediately after my session;
requested for a selfie with me, and then gave me a kitkat too. A few minutes later, we had a conversation, and he shared his story . He gave me permission to have it recorded and to be shared too.
A great story on purpose, resilience, courage, and determination. !
Just as I was leaving the room, she stopped me. A candid camera was rolling..
After my session today, she approached me saying,’I would like to have a word with you . You have inspired me ‘. And we stepped out of the room, chatted for quite a while more. Thank you for sharing your story with me Ali.