Abstract
Why do some healthcare leaders, teams, and organizations falter during and after a crisis, while others adapt and grow even stronger? The answer lies in their resilience, a complex, multi-faceted topic involving numerous domains and mediating factors. This article explores what it means to be a resilient leader and the typical behaviors that resilient leaders demonstrate to their employees. It offers 25 practical strategies that leaders can use to become more resilient. This article then suggests how leaders may be able to overcome the typical obstacles to their resilience, including their own neurobiology and a number of psychosocial, developmental, and environmental factors. It describes how leaders can build more resilient healthcare organizations by strengthening commitment, routines, rules, and improvisation. Finally, this article offers 12 strategies leaders can use to build more resilient teams.
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