Dr. Taryn Marie Stejskal

As AI and technological advances continue to be cornerstones in our world of work, with machines taking over many “hard skills” formerly carried out by humans, skills previously considered “soft” such as leadership, communication, and empathy are, and will continue to separate organizations that flourish from those that flounder. In a business landscape characterized by “technologification”, for the first time, humanity will be in shorter supply, meaning that investments made in leadership and deepening human connection will become an even more significant differentiator.

In particular, resilience is not only no longer a “soft skill”, it is the key ingredient for those who wish to amplify their change agility, enhance their personal leadership, and are looking for an edge when navigating disruption and uncertainty. Yet, how do we identify, let alone cultivate resilience for leaders, teams, and enterprise culture? The 5 Practices of Highly Resilient People provides the blueprint, based upon two decades of empirical research, to identify, develop, and amplify resilience as a means to both enhance the quality of relationships and engagement inside organizations, alongside providing the skills required to empower leaders and teams to sustainably and effectively navigate large-scale change and uncertainty.