Watching all of the Olympic athletes, perform skills that don’t seem humanly possible, I’m sure that we have all been guilty of dropping the odd critique here and there.

Sitting on the sofa judging a sport that until 20 minutes ago we had never even heard of.

On such a huge stage, where the stakes are so high, how are athletes able to remain resilient? Especially when they know that every slip, fall or bend of the knee will be watched by millions?

Rebecca Adlington, four-time Olympic medallist, said:

“A lot of people talk about the mental strength you need vs the physical, but I think they go hand in hand - they're 50/50, you need both sides.”

And, not to sound too much like an “inspirational” LinkedIn post. This is something we should be applying to the workplace. Particularly given the nature of the Infrastructure sector.

Programmes within Infrastructure are very much in the public eye, under scrutiny from so many parties. Profit margins can be tight, morale can easily slip. So how, when recruiting leaders, can we ensure they are mentally tough enough to succeed when the chips are down?

As Dr Steve Peters talks about in his book The Chimp Paradox, you need to be able to manage your chimp (emotions) and maintain your computer (values, beliefs and experiences). In emotional situations, take time to reflect, gain some perspective and banish any worry gremlins.

The better you become at managing your chimp and maintaining your computer you will improve stability which will influence your life, and your performance at work.  

Most job descriptions we receive for leadership roles will list resilience as one of many desired characteristics. Resilience is such a deeply personal characteristic that it can be extremely difficult to measure and assess. It is something that gets built over time through having to overcome difficult events.

When interviewing, you need to be sensitive in your line of questioning. You can’t barrel in and ask about childhood trauma and how that helps you to be a stronger leader.

To help you determine if candidates demonstrate these qualities, here are some example questions we like to ask:

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1. Describe a time when you faced a significant setback. How did you handle it, and what did you learn from the experience?

Candidates should demonstrate proactive problem-solving, learning from the experience, and a positive change in approach.

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2. Provide an example of a situation where you had to deal with a high level of stress or pressure? What strategies did you use to manage your stress and stay focused on your goals?

Uses effective stress management techniques (e.g. running), maintains performance, and remains goal-oriented.

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3. Tell me about a time when you had to adapt quickly to a major change or unexpected obstacle. How did you approach the situation, and what was the outcome?

Shows flexibility, quick thinking, and a constructive approach leading to a positive or productive outcome.

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4. Have you ever faced criticism or feedback that was difficult to accept? How did you respond to it, and how did it affect your approach to your work?

Accepts feedback gracefully, implements constructive changes, and improves performance or behaviour.

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If you’re in the market for senior leaders who are tough enough to handle the infrastructure market, then drop me an email and we will get a time in to discuss your requirements.

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