“Resilience, then, is the basic strength, underpinning all the positive characteristics in a person’s emotional and psychological makeup. A lack of resilience is the major cause of negative functioning. Without resilience there is no courage, no rationality, no insight. It is the bedrock on which all else is built.” – Karen Reivich and Andrew Shatté, The Resilience Factor
In my last post, I introduced the topic of resilience and how the key to greater self-esteem is self-efficacy. The path towards greater self-efficacy is resilience, and the path to greater resilience begins with an understanding of the ABC model – a resilience-building methodology presented in The Resilience Factor by Karen Reivich and Andrew Shatté:
- Adversity – What pushes your buttons?
- Beliefs – What are your beliefs at that moment?
- Consequences – What do you feel and what do you do about those feelings?
While it would be easy for me to fabricate an example to illustrate this technique, I think it’s beneficial if I share a personal example from my own professional experience.
In a previous role I was responsible for maintaining a project schedule of nearly 1500+ tasks. Since the team was still getting familiar with the overall PM structure and methodology, there was bound to be some communication breakdowns, and I eventually found myself in the middle of one.
Prior to this event, I had established a weekly schedule where updates would be collected from the various workstream leads and subsequently incorporated into the larger program schedule. This particular breakdown occurred because the schedule was compromised, the reasoning was unclear, and I found myself in the spotlight for issues I was also unaware of.
Let’s walk through this example to illustrate how the system works.
First, let’s summarize the Adversity in an objective and specific manner:
“Shortly after responding to inquiries about the project schedule, my colleagues sent follow-up emails that highlighted the urgency of the related changes and asked that these changes be made as soon as possible.”
Next, I’ll describe what I was feeling at that very moment: (my Beliefs)
“What is wrong with these people? What happened to the schedule that was established weeks ago? If they are unhappy with the manner by which I am maintaining the schedule, why aren’t they updating it themselves?”
“Ticker-tape” beliefs are beliefs that you may not be immediately aware of. In this particular case, my ticker-tape beliefs centered around my desire to do work that took greater advantage of my strengths and skill set. And this task, while important, was not aligned with this desire. In retrospect, my mind was already looking for potential issues.
When utilizing this approach it’s important that you avoid filtering what you are feeling at that moment. Doing so can cause you to skim the surface of your true emotions, and you’ll gain less from the experience in the long-run.
The third and final component of this resilience methodology is Consequences: “the way you feel and what you do in the moment of an adversity or challenge.”
The authors go on to present a few standard B-C connections that one can refer to in the midst of an adversity:
- Violation of your rights … results in … anger
- Real world loss or loss of self-worth … results in … sadness, depression
- Violation of another’s rights … results in … guilt
- Future threat … results in … anxiety, fear
- Negative comparison to others … results in … embarrassment
In this particular example, my immediate and initial B-C connection was about a violation of my rights and the feelings of anger that soon followed. But the B-C connection was actually less about my rights and ultimately about loss of self-worth. After all, in this role I wasn’t really leading – I was maintaining, and to receive any sort of “criticism” dealt a blow to my self-worth. “Can’t I do even THIS correctly?”
While I chose to deal with this adversity head-on, expressing my concerns directly to my colleagues, I let the combination of anger and sadness result in a criticism of their abilities in managing related tasks. Thus, I was faced with yet another B-C connection – one where I inadvertently violated another’s rights, and felt a sense of guilt for doing so.
Events and experiences that I have been faced with over the past several years have helped strengthen some of my ticker-tape beliefs, and it’s those same beliefs that unfortunately played a key role in the consequences I’ve just described.
What is critically important here is the fact that “… our emotions and behaviors are triggered not by events themselves but by how we interpret those events.” Responding to my colleagues initial requests using an altered belief system could have resulted in a less direct conversation, leaving greater flexibility afterwards for a less charged dialogue, thus obtaining perhaps greater results in the long-run.
The next natural step for me is to take a closer look at my belief system to determine which beliefs are working and which are not. While my job may not always be 100% in alignment with my strengths, my relationships with others should not have to suffer because of it.
