This chapter looks at our internal world, our brains, minds and bodies to understand the role that they play in our ability to bounce back. It also examines our earliest relationships and considers how brain development impacts on our resilience. We look not just at our beginnings, but at the evolution of humankind, and the impact of our survival instincts on the way we deal with stress in our contemporary working lives. This is not a lifestyle, diet or exercise book. Yet in exploring brain function and its relationship to resilience, the body cannot be ignored. How we care for ourselves holistically, including our sleep, will impact our well-being and resilience.
Our earliest relationships shape our nervous system, and research has shown that there is a strong link between the development of the brain and our emotional well-being. A good enough foundation in the early years of life is essential to healthy brain development – early interactions between babies and their carers therefore have lasting and significant impact. It can be concerning to think that our emotional style and resources, our emotional resilience, were laid down so early, in the first few years of life. However, recent developments in understanding brain function show that there is so much that can be done to continue to develop and change brain function in later years, indeed at any time in life. We are at an exciting time in terms of flourishing knowledge and understanding about brain development and emotional function. Different disciplines are conversing and converging to help us understand emotional life in a more comprehensive way.
The brain was at one time thought to be a fixed organ, one that contained a certain number of brain cells and that once those cells were lost or damaged there was nothing that could be done to change it. Thanks to ongoing research, throwing up astonishing and transformative results, we now know that the human brain can indeed change itself; furthermore, that these changes can be effected without medication, operations or physical intervention. That the brain is able to refresh itself and not simply decline is revolutionary – the slow degeneration of the brain was something that was accepted for hundreds of years.
This chapter treads cautiously and recognizes that it is tempting to simplify the complexity of neuroscience research, something that scientists have called ‘brain porn’. Claims about assessing leadership, attitude or politics through brain scans is dubious, to say the least. But what I argue is for the potential of the brain to change, adapt and respond.
What relevance does this have for the topic of resilience? What impact can the potential for improved brain function have on our ability to be more resilient, to have greater ability to bounce back from adversity and disappointment? We will discover that the impact is profound. Neuroplastic treatments have helped people recover from strokes, improve memory function, manage obsession, and deal with trauma and sensory deprivation.
Neuroscience allows us to examine the brain and specifically isolate the function of the brain connected to our emotional selves – we are now able to witness the way in which new neural pathways can impact how we function. The technology available to us with data drawn from functional magnetic resonance imaging (fMRI) scans is used as a primary tool of neuroscience. But whilst we can peer into the brain to see how it works, where it is active etc, it can also explain why, or detail the reason for these changes.
Neuroplasticity and the remarkable ability of the brain to change itself have been the subject of extensive research and considerable excitement in recent decades. The terminology ‘neuroplasticity’ refers to a combination of the nerve cells in our brains and nervous system (neuro) and the quality of changeability, malleability and modifiability (plasticity). The brain can reorganize itself; people can rewire their brain to cope with anxiety, obsession and trauma. What was once thought of as an organ destined for deterioration, and unable to change and adapt, is now recognized as an ever-changing matter, with considerable capacity for transformation and reinvention, laying down new neural pathways that challenge the way we have done things, and opening possibilities for fresh ways of thinking and working.
The prefrontal cortex is a key part of sophisticated social behaviour; we use this part of the brain to moderate and modulate our behaviour. Early patterns are persistent, as they are part of our early neural pathways and networks – they become emotionally habitual. Yet brain plasticity is considerable, far more flexible and adaptable than originally thought, so that the brain can really change itself.1 The self-changing brain is a symbol of hope, it embodies the possibility of change – but of course this plasticity might also cause stubborn disorders and unhelpful behaviours too. For the purpose of this book we will focus on the positive impact of plasticity on the possibility to rethink our relationship with resilience.
Working under pressure helps the human mind to increase adrenalin production. This in turn allows us to focus, fosters a desire to achieve and a sense of optimum energy and performance. In this state of pressure, we can ‘enjoy our demands’. We can have clear thoughts, be creative and concentrate deeply. Despite being under pressure, we can make decisions quickly and decisively; we are at optimum performance. Yet when we work with stress our concentration is poor, our focus is narrowed rather than expanded. We can feel easily distracted and that our brains are overloaded. In our stress, rather than feeling stimulated and creative, we are more likely to become anxious, to have negative thoughts and to drown in self-doubt with an accompanying absence of self-confidence.
An exciting discovery of neuroscience in the last decade is that the brain is never at rest. Your brain is always engaged even when you feel that you are zoning out. It was referred to in the Harvard Business Review as the ‘default’ network.2 During this time, the brain is processing existing knowledge. The fascinating element of this discovery is that the brain is capable of an ability outside of our five senses, that of transcendence. In other words, the ability to think about what it might be like to occupy a different mindset, space or perspective. This emphasizes that free time, without allocated tasks or responsibilities, could give us the space for breakthrough innovations. The world of work has picked up on the possibility of this creative space. Google offers its engineers a day a week to work on whatever they want, Twitter holds Hack Week, during which employees leave their day-to-day duties to experiment and play – and other companies have followed suit. In doing so, they have recognized the value of freeing their employees, and their brains, to explore and expand without restriction.
There is undoubtedly much more that could be done to free employees’ minds, but in the work environment these initiatives are usually rooted in working structure. However, as an individual, meditation can be a very effective tool for detaching. Having a flash of discovery or a ‘eureka’ moment when you are not actively involved in work, when you are walking the dog, or cooking supper, can also help to make a breakthrough. And of course, this could also mean the opportunity to develop greater resilience.
Carol Dweck (2006, 2012) is known for her work on the mindset psychological trait. Her research began in exploring students’ attitudes to failure and the difference between those students devastated by small failures and setbacks and those who rebounded. After researching thousands of children, Dweck coined the terms ‘fixed mindset’ and ‘growth mindset’ to describe core underlying beliefs about learning and intelligence. If students believed that they could become more intelligent through effort, they therefore put in the extra time and effort, and hence enjoyed greater success and achievement. Her belief that developing a growth mindset can help us to make significant changes in our lives is hugely relevant to developing resilience at work.
It is therefore not necessarily about what you currently have, but about what you can develop, what you can gain and what you can find to support you to deal with change and challenges. Hence a growth mindset. A fixed mindset suggests that we have an established repertoire of skills and that this will not change very much once we are adults. A growth mindset is not restricted to the classroom. We can bring this thinking to work. If we believe that we have the possibility of success, that we can think differently and our brains are wired to facilitate that change, that we can cope with difficulties and setbacks, then we will be more likely to do so.
This links to brain plasticity. As we have explored, the brain is more malleable and adaptable than previously thought; connections between neurons can change with experience and practice. New neural networks can be established, and existing pathways strengthened. Neuroscientific research has reinforced the link between recognizing the possibility of changes in the brain, mindset and achievements. Therefore, we can create a growth mindset.
Dweck examines the following areas:
Skills
A fixed mindset suggests that you are born with certain skills and that this is unlikely to change. A growth mindset suggests that development is possible, with hard work.
Challenges
A fixed mindset relates to challenges cautiously, only engaging with those that are sure to deliver success. A growth mindset sees a challenge as a chance to grow, even if at first you don’t succeed.
Effort
A fixed mindset looks at effort as a negative quality; if it requires effort and work, then should you be doing it? A growth mindset embraces effort, learning, developing, enhancing your skills as a reward for your efforts.
Feedback
A fixed mindset finds feedback very hard; it is received as criticism and felt keenly. In a growth mindset, feedback is helpful, and an opportunity to learn and develop.
Setbacks
In a fixed mindset, setbacks are a reason to be discouraged and blame others. In a growth mindset, they are a call for change, a chance to take another path, to work harder or maybe to do something different.
Having a growth mindset means believing that people can change, that they can develop over time. Holding the opposing view suggests a fixed mindset: the assumption that we are who we are and that there is little room for movement or development.
A growth mindset is a prerequisite for allowing behaviour to be challenged – we are not viewing the other as fixed and unchangeable, we recognize the possibility of change and development.
As thinking, sentient beings we are all susceptible to worries, anxieties and fears. The same intellect that allows us to generate, plan and execute ideas also allows us to fret, worry, catastrophize and imagine that things will go very wrong. At work it is no different; we may be constantly faced with anxiety or issues of worry, but our hope is that we can face these worries and move on – to allow ourselves to turn the page and begin afresh.
We all need to take care of our mental health inside the workplace and outside the workplace. When we are well physically and mentally we are robust, productive and able to engage in life and work fully. Specifically, in the workplace our mental health may be impacted by our environment. This could be in a good way if we are well supported and have a flexible and supportive place in which to work. Or it could be detrimental to our mental health if we are experiencing huge stress, pressure and inadequate support.
As humans, we are generally equipped to function with a degree of anxiety, worry and fear. But some people suffer chronically, for example people with obsessive compulsive disorder (OCD), panic attacks, anxiety disorders, or post-traumatic stress disorder (PTSD). For these sufferers, developing the ‘resilience muscle’ is almost certainly not the answer. In these cases, medical intervention and therapeutic help are often necessary. This book does not attempt to address these chronic conditions – if you think you might have a mental illness such as these, then you should seek help from your GP or primary healthcare provider.
Work has a vital role to play in our well-being. It can give us purpose and opportunities to grow and expand, so developing our resilience and capability. If, however, we have an existing mental-health condition, it can be triggered by negative work experiences – especially extreme stress, bullying or a toxic environment. We bring our whole selves to work, so if we are suffering with a particular stress at home, be that a loss, relationship breakdown, financial worries or caring for elderly relatives or any other of a multitude of possible worries, those stresses and strains come with us to work.
Everyone is different and can cope with various stresses in different ways. We are also not static and our mental health can fluctuate; in the same way our physical well-being moves on a continuum. It is vital to care for your mental health and to acknowledge that it’s as important as your physical health: this is not optional. Finding someone to talk to in your workplace will help you to feel supported and not alone.
Creating an environment in which people feel comfortable speaking about their mental health is an important way of destigmatizing mental-health challenges. You may be the person who can make changes in your team, or you may wish to raise the following suggestions to help create a more supportive working environment:
Speak to leaders about making a commitment to mental health in the workplace by offering education in mental health such as Mental Health First Aid Training.
Think about the space around you. Do you have natural light? Is there somewhere for you to speak to colleagues? Can you see outside? Could you bring a little of the outside in, for example by putting a plant on your desk?
Can you organize flexible/agile working options for yourself or your team?
Is there an Employee Assistance Programme or any other way of supporting peers in your workplace?
Enhancing your resilience will help you to cope with workplace stress, but to do this you need to be well. Take care of yourself.
Are you familiar with some of the terminology we use to talk about the brain and how it functions? Here are a few key words and their broad definitions.
Table 2.1 The language of the brain
Adrenaline |
Hormone that prepares the body for fight or flight. You may feel ‘adrenaline pumping’ before a major presentation or an important event. |
Amygdala |
The part of the brain that detects threats and is responsible for emotion and survival instincts. |
Cortisol |
Produced by the adrenal glands, this is known as the stress hormone. High levels of cortisol can negatively impact your mood and well-being. |
Dopamine |
A neurotransmitter that contributes to well-being. |
Hippocampus |
Part of the limbic system that controls emotions. |
Limbic |
The mammalian part of the brain that controls our emotions. |
Neocortex |
The primate part of the brain where we do our higher thinking. |
Oxytocin |
Hormone that produces feelings of well-being and stimulates healing and positive interaction. |
Parasympathetic nervous system |
The part of the body’s nervous system that puts a stop to arousal, slowing everything down and relaxing the body. Exhaling activates the parasympathetic nervous system. |
Prefrontal cortex |
The part of the brain located behind your forehead that is responsible for higher cognitive functions such as decision-making and self-awareness. |
Reptilian |
The primitive brain that is responsible for survival and aggression. |
Serotonin |
A neurotransmitter that contributes to well-being. |
SSRIs |
Selective Serotonin Reuptake Inhibitors can often provide relief from symptoms of distress and depression. These antidepressants can make a huge difference in allowing people to function. |
Sympathetic nervous system |
The part of the body’s nervous system that is responsible for arousal, including the fight-or-flight response. A deep breath activates the sympathetic nervous system. |
A table lists the parts of the brain, hormones, systems and their each of their functions.
Adrenaline |
Hormone that prepares the body for fight or flight. You may feel ‘adrenaline pumping’ before a major presentation or an important event. |
Amygdala |
The part of the brain that detects threats and is responsible for emotion and survival instincts. |
Cortisol |
Produced by the adrenal glands, this is known as the stress hormone. High levels of cortisol can negatively impact your mood and well-being. |
Dopamine |
A neurotransmitter that contributes to well-being. |
Hippocampus |
Part of the limbic system that controls emotions. |
Limbic |
The mammalian part of the brain that controls our emotions. |
Neocortex |
The primate part of the brain where we do our higher thinking. |
Oxytocin |
Hormone that produces feelings of well-being and stimulates healing and positive interaction. |
Parasympathetic nervous system Prefrontal cortex |
The part of the body’s nervous system that puts a stop to arousal, slowing everything down and relaxing the body. Exhaling activates the parasympathetic nervous system. The part of the brain located behind your forehead that is responsible for higher cognitive functions such as decision-making and self-awareness. |
Reptilian |
The primitive brain that is responsible for survival and aggression. |
Serotonin |
A neurotransmitter that contributes to well-being. |
SSRIs |
Selective Serotonin Reuptake Inhibitors can often provide relief from symptoms of distress and depression. These antidepressants can make a huge difference in allowing people to function. |
Sympathetic nervous system |
The part of the body’s nervous system that is responsible for arousal, including the fight-or-flight response. A deep breath activates the sympathetic nervous system. |
Taking care of our bodies so that they are able to produce the necessary neurochemicals is essential for our ability to create balance, manage stress and experience well-being. Regular, even gentle, exercise can stimulate endorphins and help provide us with the mental resilience and ‘can do’ mentality required to face difficulty. Moderate physical activity, such as walking, five days a week, encourages the production of ‘happy hormones’, in addition to the fitness benefits.
A healthy, balanced diet and good sleep will build our resilience. Watching our caffeine intake, trying to stop smoking, a moderate alcohol intake, and drinking plenty of water will all help.
If you were offered a product that allowed you to reset your body and your brain to ‘healthy’, a product that could be utilized every day, was suitable for all members of the population, globally accessible and what’s more free, you might imagine worldwide appeal and utter market domination. Well, research suggests that sleep is the most effective way to reset our bodies and brains to healthy, and is something that all of us can access every day, ostensibly for free.4 Sleep, on the surface of it, is that very wonder drug! There have been thousands of scientific reports that support the value of sleep to human beings.
However, the World Health Organization reports a sleep-loss epidemic in industrialized nations5 and linked nighttime shift work as a potential carcinogen. If you have ever had to work through the night on a project and then had to continue to work the next day, you will have experienced the impact on your ability to carry out complex tasks, to remember things and acquire new information. An absence of sleep also has an impact on our resilience; we are mentally and emotionally weaker without the sustenance of sleep. Our decision-making is affected, and so is our emotional stability. When we think of an infant or child crying their heart out we often hear those caring for them explain that ‘they are tired’; as adults, we may not yell like a little one, but we are equally impacted. Matthew Walker, a world-renowned neuroscientist, has presented a convincing case for the science of sleep and dreams in Why We Sleep (2017). His urgent call is for us each to reclaim our full night’s sleep and to do so without shame or embarrassment. Reclaiming this powerful part of our lives will add palpably to our capacity for resilient behaviour.
When we are learning, we are encouraged to take a step outside our comfort zone, to consider new ideas, to test ourselves in an environment that we have not been in before. Yet as the name suggests, there is much to keep us in our safe place. We might procrastinate to stop ourselves taking that step towards a greater challenge or a task that might not have a guarantee of success. Or we might not speak out at work because we fear we might look silly or reveal ignorance about something that others might be well versed in. We become fearful of that which we don’t know, and that fear can even lead to paranoia.
In our evolution, the nervous system evolved to recognize potential danger. There were two options in our development. We could either be wary of potential wild animals hiding in readiness to attack us, even when there was no animal present; or we could believe that there were no dangerous animals, even when there was an imminent danger. We are the ancestors of the first category. We have developed the capacity for needless anxiety, but survival. Those in the second category, who failed to fear the danger of the potential attacking animal, faced death. Our paranoia is therefore adaptive behaviour. We may overestimate the danger of lots of things; but simultaneously, we may underestimate our ability to manage threats.
Our nervous system therefore works in two ways. The parasympathetic nervous system helps us to settle and be calm, to rest and digest. This stops arousal (by which we mean any kind of physical arousal, not just sexual arousal) and essentially slows everything down. It relaxes the body. The sympathetic nervous system, in contrast, is responsible for the fight or flight response. It is accountable for arousal. A good way to differentiate between the way our nervous system works is to think of our breath: when we breathe in deeply, we activate the sympathetic nervous system, when we exhale we activate the parasympathetic nervous system. This is why, when we do calming exercises, such as the ‘emotional trigger’ exercise, given at the end of this chapter, we breathe out for a longer time than we breathe in – to physically activate this calming and relaxing mechanism.
People talk of occasions, individuals, events and even smells that trigger feelings of distress or anxiety. (Note: we’re not discussing here the specific and particular phenomenon of triggers in sufferers of PTSD, but more general triggers of negative emotions in everyday life.) For example, it might be that you had a difficult job interview and thereafter imagine every job interview will be as disastrous as that first experience. In this case, without effectively processing the experience, even the mention of the word ‘interview’ may make you feel worried, insecure or hopeless. Being triggered by negative associations can impact our resilience significantly – not necessarily by the trigger itself, but by how we handle them. If we avoid stressful events, such as never going for another interview, opportunities will be denied to us, and we can create a fantasy of danger and stress that limits our working experience. In this example, the person who is carrying the negative-interview associations will never get a better job or advance in their career, and may well be limited in their day-to-day performance and happiness by simply the discussion of interviews (which is likely in a work environment).
Here’s another example. It could be that you see a colleague who appears to be confident, bright and capable in every way – and you compare yourself unfavourably to that individual. Your feelings of inadequacy may be triggered from a sense that you were never as good as your sibling, or that you were humiliated in your early years for not matching up to your caregivers’ expectations.
Emotional triggers do not always direct us to self-doubt; they can also cause us to feel angry and aggressive. We may snap because of the tone of a question, or feel enraged or belittled by a small gesture. When you experience this yourself, be aware that expressing your anger or fury will always have consequences. Things that are said cannot be unsaid and there will be costs. Think about what your anger might be concealing: are you hurt? Or does the activity that triggered you make you feel particularly vulnerable? When others express their anger, keep in mind that they, too, may be hiding feelings of vulnerability or hurt.
Take the example of a newly promoted manager who is chairing their first team get-together. They arrive at the meeting feeling anxious and threatened. They are also self-conscious and do not want to appear to be either apprehensive or anything but at ease. The candidate who did not get the manager’s job is also at the meeting. In the manager’s mind, there is fear of attack, questions of doubt about adequacy and first timer’s nerves. This thinking needs to be disrupted. In this example, the manager could repeat reassurances internally: you are basically OK, you did get the job, you were chosen as the right candidate. You may not be perfect, but you will learn, all is well. For the new manager, letting go of their fear and recognizing that there is no need to be so scared will help them to perform better. If you find yourself in a similar situation, understanding that it might trigger feelings of insecurity can be helpful, because it means that you can think it through in advance, and prepare any calming and confidence-boosting tools you might need.
Or perhaps you have been working hard on a project and stayed late to submit some ideas to your manager. Instead of showing appreciation for your efforts they look over your work and point out the faults in what you have done. You are suddenly enraged. This rage is likely linked to your disappointment at your manager’s reaction and their failure to recognize your efforts and commitment. If you find yourself in a situation like this, note your reaction, and realize what is at the root of your feelings. This will be far more productive than dwelling on your anger or reacting with aggression. There is an exercise at the end of the chapter to help you.
When our nervous systems are startled, the body responds with a rush of adrenalin that helps prepare our natural defence system – that of fight or flight. If we are constantly bombarded by crises and stress, our capacity to cope is reduced. It is, however, possible to strengthen our somatic intelligence, which is key to our ability to build resilience and cope with adversity. Somatic intelligence essentially means our ability to understand how our body responds to danger, and to use that understanding to help us know how we react in a crisis; in essence, to sooth our nervous systems.
We can recognize when we fall into this startled state: our pupils dilate, and our immune system is repressed. Our hearts race, our muscles tense, we may sweat, become flushed, and our breathing may become faster and shallower. Less obvious might be the decrease in digestion leading to stomach aches or indigestion.
If we experience a threat to our personal safety, a survival response and an acute-stress reaction may be triggered, but the body returns quickly to normal. When we open a door and see someone unexpectedly coming towards us we may jump but we recover quickly. A chronic-stress reaction might be triggered at a lower level; we may not jump in fright, for example, but stress remains active for a longer period of time, and this allows toxins to build up. These chronic reactions might occur when we are working in a very difficult and demanding environment for long periods of time, perhaps with little sleep, little support and whilst taking inadequate care of our physical and mental needs.
There is a helpful notion to prepare us to adapt our physiological state to cope with crisis or challenge. This is known as ‘priming’ and simply means the way in which we formulate our brain to feel a certain way. This is an activity that we do before an event, to prepare us for what we are about to face, so we may tell ourselves that no matter what, we will remain calm. We might say some positive affirmations before we enter a client meeting for which we are well prepared yet nervous; we might say to ourselves ‘I am well prepared,’ ‘I am the right person to conduct this meeting.’ This priming behaviour helps to release oxytocin in our brains and gives us a sense of well-being for whatever we are about to face.
Descartes famously asserted ‘I think therefore I am,’ suggesting that, above all, humans are rational creatures. Yet there is much to support the notion that our emotional selves drive our decision-making on the basis of our desire and feelings. In fact, we have a dual-system brain. Kahneman and Tversky’s Nobel Prize-winning work (2011), entitled Thinking, Fast and Slow,6 illustrated how one system of our brain is fast, emotional and instinctive and the other is slow, calculating and deliberate. The fast element of our brain allows us to respond quickly to situations of immediate danger. As we have shown, these instinctive responses allowed our ancestors to survive. The slow element allows us to think things through carefully and deliberately before acting.
In the contemporary working world we get attached to colleagues, embedded in ways of doing things and strongly connected to people who lead us. Our system of thinking can make us feel instinctively defensive and protective of these relationships. It can also cause us to feel hateful, angry, jealous and revengeful – destructive responses in the workplace. At work the ability to adopt system-two thinking – to slowly think things through and reflect on the consequences of our actions – is so important.
This is the bottom line: resilient people do more of the things that care for their brains and bodies. They recognize that the possibility of development and change is there. They do what they can to ensure that they are rested and nourished. When we are feeling less resilient, it is important to develop habits that help us to deal with increased pressure, that allow us to take stock of when our responses are moving from a healthy pressure to a persistent state of stress. Have a look at some of the exercises below – can any of them help you develop better brain and body self-care, for a more resilient you?
There are tools available to us to build a stronger and more resilient body. They are also easily accessible to the vast majority of us. Regular exercise, meditation and massage have all been extensively researched and shown to reduce stress hormones, so this exercise is about attending to your physical needs. Can you, for example, take a 15-minute walk during your lunch break? Meditation – is there somewhere you can go for quiet reflection during the day? A park bench? A quiet place to have even 10 minutes of meditative space? Massage – do you have the resource/time and money to allow you to benefit from this method of stress reduction?
Choose one of the following categories:
exercise;
diet;
meditation;
massage.
Write down one change in your chosen category that you will bring to your life.
What do you commit to this month?
Can you add another category next month?
Exercise – I commit to walking for 15 minutes a day.
Diet – I commit to drinking eight glasses of water a day.
Meditation – I commit to downloading a meditation app and meditating for 10 minutes three times per week.
Massage – I commit to a massage for myself once a month.
You have the ability to regulate yourself emotionally through taking care of yourself via one of the above methods. But consistency is important: there is no doubt that with any change or shift in behaviour, regular and consistent approaches are most effective. Remember that for new networks to be established in the brain, they have to happen over and over again, until they are consolidated and a new normal is established.
Carol Dweck’s work on mindset helps us to consider where we struggle to change. Considering each of these categories, review where you sit in relation to skills, challenges, effort, feedback and setbacks.
Table 2.2 Fixed vs growth mindset
Skills |
A fixed mindset suggests that you are born with certain skills and that this is unlikely to change. A growth mindset suggests that development is possible, with hard work. |
I am… |
Challenges |
A fixed mindset relates to challenges cautiously, only engaging with challenges that are sure to deliver success. A growth mindset sees a challenge as a chance to grow, even if at first you don’t succeed. |
I am… |
Effort |
A fixed mindset looks at effort as a negative quality; if it requires effort and work then should you be doing it? A growth mindset embraces effort, learning, developing and enhancing your skills as a reward for your efforts. |
I am… |
Feedback |
A fixed mindset finds feedback very hard; it is received as criticism and felt keenly. In a growth mindset, feedback is helpful and an opportunity to learn and develop. |
I am… |
Setbacks |
In a fixed mindset setbacks are a reason to be discouraged and blame others. In a growth mindset they are a call for change, a chance to take another path, to work harder or maybe to do something different. |
I am… |
A table compares the fixed versus growth mindsets on five aspects namely, skills, challenges, effort, feedback and setbacks. A blank line is provided in each row that starts with ‘I am’, for the user to fill.
Skills |
A fixed mindset suggests that you are born with certain skills and that this is unlikely to change. A growth mindset suggests that development is possible, with hard work. |
I am… |
Challenges |
A fixed mindset relates to challenges cautiously, only engaging with challenges that are sure to deliver success. A growth mindset sees a challenge as a chance to grow, even if at first you don’t succeed. |
I am… |
Effort |
A fixed mindset looks at effort as a negative quality; if it requires effort and work then should you be doing it? A growth mindset embraces effort, learning, developing and enhancing your skills as a reward for your efforts. |
I am… |
Feedback |
A fixed mindset finds feedback very hard; it is received as criticism and felt keenly. In a growth mindset, feedback is helpful and an opportunity to learn and develop. |
I am… |
Setbacks |
In a fixed mindset setbacks are a reason to be discouraged and blame others. In a growth mindset they are a call for change, a chance to take another path, to work harder or maybe to do something different. |
I am… |
Try and adopt these simple good sleep habits. If you don’t get a regular stretch of seven hours of sleep try changing your relationship with sleep in the following ways:
Avoid stimulants like caffeine and nicotine. They can take up to eight hours to work through our body and can make it difficult to fall asleep.
Although a nightcap may be inviting, alcohol can rob you of deep sleep. It may relax you, but it will not give you the opportunity for the deepest and most restful of sleep.
Eating a heavy meal before bedtime can give you indigestion and interrupt your sleep.
Relax before bedtime; allow yourself time to unwind and prepare for sleep. A hot bath, for example, is known to help you relax and feel sleepy. Or you may prefer to read, or write a review of your day.
Leave your phone and laptop outside your bedroom. Give yourself permission to be uncontactable and free of distraction.
Create a sleep schedule. Human beings are creatures of habit, so with sleep, as with any other healthy habit, we should aim for a regular pattern. It sounds counter-intuitive, but try setting an alarm to go to bed!
Note how much better you feel for regular and restful sleep. Make this important.
Sometimes our resilience can be tested because of a sense of overwhelming anxiety. It might be triggered by a performance review, or even the anticipation of feedback on a particular part of our performance. We might walk into a conference room and realize that everyone else is holding papers that we have not seen. Or we may feel that everyone is far more senior than us, or indeed that everyone is connected and we are somewhat alone.
For whatever reason – and for each of us it will be something different – we may feel panic and anxiety at work. This exercise is adapted from an approach by Linda Graham (2013), a psychotherapist and meditation teacher.7
As far as you can, find a quiet and relatively private space.
Place your hand on your heart.
Breathe deeply.
Exhale longer than you inhale – maybe it will help to count.
Hold yourself in a moment of safety.
Keep your hand in place on your heart and think of a time when you felt safe, connected and at ease.
Stay in this position for 30 seconds.
This simple exercise will release oxytocin: a hormone that makes us feel safe and calm. It is an antidote to cortisol that is released when we are feeling stressed and pressured. If you have not got the space to conduct this exercise you could try simply rubbing the back of your neck; this also releases oxytocin to the brain and can be done subtly to calm feelings of stress.
1 Doidge, N (2007) The Brain that Changes Itself: Stories of personal triumph from the frontiers of brain science, Penguin, London
2 Your Brain at Work, Harvard Business Review, https://hbr.org/2013/07/your-brain-at-work
3 Dweck, C (2006) Mindset: The new psychology of success, Random House, New York; (2012) Mindset: How you can fulfill your potential, Constable & Robinson, London
4 Walker, M (2017) Why We Sleep, Penguin, London
5 WHO, Sleepless in America, National Geographic, http://www.mysleepapneamd.com/blog/sleepless-america-excellent-national-geographic-documentary-obstructive-sleep-apnea (archived at https://perma.cc/BM66-2QLF)
6 Kahneman, D (2011) Thinking, Fast and Slow, Allen Lane, Penguin, London
7 Graham, L (2013) Bouncing Back: Rewiring your brain for maximum resilience and well-being, New World Library, Novato, CA