Unpacking “Learning to Rise”: A Deep Dive into the Three-Step Model for Resilient Leadership
In our last blog, we introduced the concept of the “Learning to Rise” model as part of the Dare to Lead™ program, founded on the insightful research of Dr. Brené Brown. If you haven’t already, read the post here.
Let’s explore the model's three pivotal steps: “The Reckoning,” “The Rumble,” and “The Revolution” and how they apply to the challenging landscape of modern workplace leadership.
1. The Reckoning: As Brené Brown defines it in “Dare to Lead™,” the reckoning is an awakening to our emotional experiences, particularly under stressful conditions. The reckoning means recognizing when we are emotionally engaged or "hooked" and then becoming curious about it. This is her simple definition of the term.
In the current landscape, managers often face an increasingly heavy workload with competing priorities and limited resources.
Budget cuts and layoffs
Employee retention
Unmanageable workloads
Tight deadlines
The challenges of launching new programs
Typical workplace stressors, as listed above, can all challenge a manager's emotional resilience.
Additionally, managers are tasked with navigating the complex process of managing the return-to-office transition in the post-pandemic era.
While some managers might power through these challenges, the reality is that many are left drained, with little energy in reserve.
Adding to this already strenuous situation is the rise in mental health incidences among employees. This combination of factors often results in a “perfect storm” scenario.
We hear this narrative frequently when we engage with new, existing, and potential clients. Managers often find themselves ill-equipped to support their employees' mental health due to a lack of training and time.
The current state of affairs highlights the need for enhanced mental health support mechanisms in the workplace. While there are straightforward ways to equip managers with the tools to support their employees' mental health, incorporating the “Learning to Rise” skill set offers a more comprehensive solution.
This approach relieves the leaders themselves while making a significant difference for their employees. Learning to Rise fosters a better understanding of one's emotional state, promoting resilience and a proactive approach to managing stressors in the workplace
The goal of the rising strong process is to rise from our falls, overcome our mistakes, and face challenges in a way that brings more wisdom and wholeheartedness. When leaders model making mistakes and rising from them, resilience is promoted.
Feeling our emotions and getting curious about them prevents us from offloading them onto other employees.
MHI Pro Tip: Recognize your emotions when you think about engaging in a mental health conversation. Ask yourself, "What am I feeling right now?" "What concerns me about this situation?" "What resources do I need to handle this effectively?"
Remember, care and compassion are natural human emotions. Still, it can be challenging to translate these feelings into meaningful actions when a colleague is struggling. We often grapple with questions like "What if my read of their situation is off?" "What if I say the wrong thing?" "What can I actually do to help them?"
Part of the reckoning process involves embracing these uncertainties and seeking to understand rather than having all the answers. Being present, listening actively, and offering your support can go a long way in demonstrating your care for your team's mental well-being.
Practice active listening and empathy. If you notice changes in a team member's behaviour or performance, open a dialogue and ask, "Are you okay?" It's the first step towards creating a brave space that encourages people to share their struggles.
2. The Rumble: This stage involves facing our fears, insecurities, and the narratives we've constructed around them. These narratives can evolve into conspiracy theories or “confabulations” - lies told honestly, as Brené Brown puts it. These confabulations often replace missing information with something false that we believe to be true.
To navigate this, Brené Brown encourages us to draft our “SFD” (shitty first draft) by initiating what she calls a “pattern interrupt”. This technique helps us notice our story while we're in it. Consider phrases like "The story I'm telling myself..." or "The story I make up..." Leaders should ask themselves important questions such as, "What more do I need to learn and understand about myself?" and "What are the stories I make up when I don't have all the facts?"
Through this rumbling process, leaders can examine their perceptions about mental health and dismantle any stigmas or misconceptions. It's a powerful step towards a more empathetic leadership style that fosters understanding, acceptance, and psychological safety in the workplace.
MHI Pro Tip: Regularly challenge your perceptions about mental health. Ask yourself, "Am I creating a brave environment for my team to discuss their mental health?" “Am I modelling brave conversations about mental health at work?” “Be open to learning and unlearning to foster a culture of acceptance and understanding.”
As a leader, when a team member shares their struggles with you, it's natural for your mind to start creating a narrative around what they're saying. This narrative can unintentionally lead to misunderstandings, especially when discussing a mental health challenge.
To avoid this, apply Brené's 'pattern interrupt' technique. First ask yourself, "Is the story I'm making up forming my own assumptive narrative of what they’re experiencing?”
Having recognized your potential internal narrative, it's then time to communicate effectively with your team members. You can say, "I want to support you in the best way I can. Could you help me understand more about what you're experiencing? What support do you need?” What does support look like for you?
Acknowledging your potential biases in this way promotes open dialogue. It signals that you are aware of and working to overcome them in order to foster a psychologically safe environment for individuals to express their mental health struggles without fear of being misunderstood or judged.
3. The Revolution: This is where leaders own their narratives, shedding their defences and leading with vulnerability. Leaders can set an example by discussing their own experiences and lessons related to mental health.
MHI Pro Tip: Model vulnerability. “I feel really overwhelmed too, and I’ve realized that’s just my story, and my role is to ensure I am checking in with my employees and making sure they’re okay.”
Whether it's sharing your experiences with stress management or discussing how you've grown from adversity, your openness can pave the way for more candid and brave conversations about mental health.
“I am feeling overwhelmed. There are competing demands at work and at home, and I can tell I am getting more directive in the way that I interact with the team. I need to take a break this afternoon to disconnect from work and take care of myself so I can be present, grounded and open to feedback”
One of the reasons leaders and employees don't talk about mental health and well-being is that they don't have the appropriate language. The Mental Health Continuum provides an easy way for us to talk about our state of mental well-being.
Leaders who understand and embody the “Learning to Rise” journey can build a work culture that supports mental health and encourages open dialogue, resilience, and growth.
This journey is not about dodging challenges but facing them head-on, learning, and rising stronger together. Remember, the process isn't linear, and it's okay to ask for help when needed.
Download our free guide: A Leader's Guide to "Learning to Rise": Supporting Workplace Mental Health, that can help you navigate this transformative process. It provides you with real-life scenarios and prompts to help apply the “Learning to Rise” model in your daily work, challenging your perceptions about mental health and enhancing your leadership resilience.
We’re here to help.
If your organization wants to build courageous leaders who are not afraid to have tough conversations, our qualified experts are ready to guide and support you.
For a deeper dive into our approach, contact us at info@mhic-cism.com to book a complimentary "Daring Leadership Culture Consultation." This one-on-one session will help identify if our program is a good fit for your organization.