×

Contact with Primitivo Cachero Viejo

Contact

Nombre

Correo electrónico *

Mensaje *

Menu
  • CONSULTING
    • Organisational Agility
      • ES
      • EN
    • Kanban Coaching, KMM, F4P, ESP, FLSA
    • Lean, Kaizen, Toyota-Kata, Hoshin
    • Leadership, Culture, Identity, Purpose
    • Antifragile and Resilient Organizations
  • COACHING
    • Business Coaching
    • Personal Coaching
    • Agile Coaching
    • TESTA Method Coaching
  • ABOUT ME
    • ES
    • EN

Organisational Flow

Buscar este blog

  • septiembre 2020 (1)
  • agosto 2020 (7)
  • julio 2020 (12)
  • junio 2020 (2)
  • mayo 2020 (2)
  • julio 2019 (3)
  • febrero 2019 (1)
  • septiembre 2018 (3)
  • julio 2018 (8)
  • junio 2018 (2)
  • mayo 2018 (2)
  • diciembre 2017 (1)
  • enero 2017 (3)
  • noviembre 2016 (1)
  • octubre 2016 (1)
  • septiembre 2016 (1)
  • agosto 2016 (2)
  • abril 2016 (2)
  • julio 2015 (4)
  • diciembre 2014 (2)
  • agosto 2014 (2)
  • mayo 2013 (1)
  • febrero 2012 (2)
  • octubre 2011 (1)

Follow by Email

Denunciar uso inadecuado

Páginas

  • Página principal

Las habilidades adaptativas a través de las lecciones de "El principito"

Las llamadas habilidades blandas o soft skills son habilidades sociales, habilidades de comunicación, personalidad, actitudes y atributos pr...

23 junio 2020

Life resilience

  martes, junio 23, 2020 Primitivo Cachero Viejo   No comments


Let's start by defining resilience:

It is the human capacity to face difficult situations, to know how to overcome and even to come out stronger and transformed by adverse experiences, with learning, without learning there is no resilience, there is luck, chance, probability, nothing else.

Such difficult situations can range from the loss of a loved one, a job, loss of self-confidence, difficulty in making decisions, pessimism about the future, loss of interest, promotions, excess information, lack of security, etc.

The true teaching of resilience is to generate a learning process to get out of such a difficult situation.
- What emotions are felt?
- What does that make you feel?
- What story or event explains the situation?
- What makes this memory active?
- What new experience do you need to erase the memory?

Resilience is the repair to a difficult situation, for this we can help us of the humor, optimism, a new purpose, be aware of our values, thank and celebrate what we have every day, generate different routines, so we will be more balanced before the uncertainty, more open to change, better support the pressure and commitment to the challenges, with greater confidence in ourselves.

For this we must, as a human being or group, promote self-knowledge and self-esteem, have an internal self-regulation and motivation, achieve flexibility, adaptability and an orientation to the achievement, the result, work the empathy.

Everything begins with knowing yourself, valuing yourself, accepting yourself as you are, with your strengths, weaknesses and always identifying your areas for improvement. Becoming the protagonist of your life and not a victim of circumstances.

Being aware of the attitude we want to have and transmitting it with introspection, seeking and knowing our purpose, objective, passion, vocation (be aware of your ikigai) and looking for the motivation and intrinsic strength that moves you.

Try to understand others, listen and support, not interpret and seek a constant balance.

Being proactive, establishing sides, increasing learning, having a passive attitude, or being aware is not resilience.

To do this we must be aware, and we must work on that awareness, training to be more aware, compassionate and calm in the face of our own suffering and that of others, so that we think more clearly, bringing greater help to ourselves or to others.

Carry out this series of practices to become more resilient:
- Put aside your need to feel loved, accepted and in control.
- Identify and live your values every day.
- You have the right to determine your own life and not be a victim.
- Remember one thing always, in the world we live in, change is constant.
- Change is difficult, but it forces you to continually improve.
- Attitude always makes a difference.
- Live in the present, don't live from the past, seek your purpose but don't live in the future.

You have to simulate learning scenarios based on your strengths and weaknesses in order to evolve and above all be "prepared". Prepared not for a specific scenario, because you can't predict or guess the specific scenario, but the process of unlearning and learning again to improve and come out stronger.

So if you develop the capacity of resilience so necessary, with learning, without learning there is no resilience, there is luck, chance, probability, nothing else.
Enviar por correo electrónicoEscribe un blogCompartir con TwitterCompartir con FacebookCompartir en Pinterest
  • Share This:  
  •  Facebook
  •  Twitter
  •  Google+
  •  Stumble
  •  Digg
Entrada más reciente Entrada antigua Inicio
Related Posts Widget

No hay comentarios:

Publicar un comentario

Nota: solo los miembros de este blog pueden publicar comentarios.

Entrada más reciente Entrada antigua Inicio
  • Popular
  • Video
  • Category

Popular Posts

  • Somos habilitadores de la emergencia en las organizaciones
    Aunque el fenómeno de la emergencia en las organizaciones no puede ser ni precedido ni controlado, sí puede ser facilitado dentro de cier...
  • Delegation Poker
    I discovered this dynamic a long time ago, as Jurgen Appelo says: "delegation is not easy. Managers often fear a loss of control when...
  • What makes out a great team?
    This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises t...
  • rewards and merit money for the whole
    When I talk in my courses about rewards, I always like to recall a support request I received from a Spanish customer. This software ...
  • evolution and happiness of management
    This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company. When i learne...
  • Happy motivators
    A long time ago, we conducted a retrospective of clients based on the Moving Motivators cards (More info at : https://management30.com/pract...
  • Are you prepared to implement the Obeya Room in your company?
    The maturation process of digital transformations, or agile transformations, is being significant. There comes a point where the approach to...
  • learning agility as a basis for a new more humane leadership and antifragile
    It is clear that in the world we live in, a fixed mentality does not bring many advantages. Every leader has to embrace change in the presen...
  • El coste de los proyectos Agile
    Con motivo de la última CAS (Conferencia Agile Spain) 2016 celebrada en diciembre en Vitoria, en los corrillos apareció un tema interesante ...
  • La holocracia sin filosofía no es holocracia
    En los últimos años estamos escuchando el término Holocracia en muchas empresas, que por una u otra razón implantan este modelo en su estruc...

Video Of Day

Popular Posts

  • Somos habilitadores de la emergencia en las organizaciones
    Aunque el fenómeno de la emergencia en las organizaciones no puede ser ni precedido ni controlado, sí puede ser facilitado dentro de cier...
  • Delegation Poker
    I discovered this dynamic a long time ago, as Jurgen Appelo says: "delegation is not easy. Managers often fear a loss of control when...
  • What makes out a great team?
    This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises t...
  • rewards and merit money for the whole
    When I talk in my courses about rewards, I always like to recall a support request I received from a Spanish customer. This software ...
  • evolution and happiness of management
    This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company. When i learne...
  • Happy motivators
    A long time ago, we conducted a retrospective of clients based on the Moving Motivators cards (More info at : https://management30.com/pract...
  • Are you prepared to implement the Obeya Room in your company?
    The maturation process of digital transformations, or agile transformations, is being significant. There comes a point where the approach to...
  • learning agility as a basis for a new more humane leadership and antifragile
    It is clear that in the world we live in, a fixed mentality does not bring many advantages. Every leader has to embrace change in the presen...
  • El coste de los proyectos Agile
    Con motivo de la última CAS (Conferencia Agile Spain) 2016 celebrada en diciembre en Vitoria, en los corrillos apareció un tema interesante ...
  • La holocracia sin filosofía no es holocracia
    En los últimos años estamos escuchando el término Holocracia en muchas empresas, que por una u otra razón implantan este modelo en su estruc...

Blog Archive

  • ▼  2020 (24)
    • ►  septiembre (1)
    • ►  agosto (7)
    • ►  julio (12)
    • ▼  junio (2)
      • Life resilience
      • The impact of "Transcending the crisis" event
    • ►  mayo (2)
  • ►  2019 (4)
    • ►  julio (3)
    • ►  febrero (1)
  • ►  2018 (15)
    • ►  septiembre (3)
    • ►  julio (8)
    • ►  junio (2)
    • ►  mayo (2)
  • ►  2017 (4)
    • ►  diciembre (1)
    • ►  enero (3)
  • ►  2016 (7)
    • ►  noviembre (1)
    • ►  octubre (1)
    • ►  septiembre (1)
    • ►  agosto (2)
    • ►  abril (2)
  • ►  2015 (4)
    • ►  julio (4)
  • ►  2014 (4)
    • ►  diciembre (2)
    • ►  agosto (2)
  • ►  2013 (1)
    • ►  mayo (1)
  • ►  2012 (2)
    • ►  febrero (2)
  • ►  2011 (1)
    • ►  octubre (1)

Followers

Top Sites

  • ShiftUp
  • The flow system
  • Management 3.0

Contact Today!


primitivo@cacheroviejo.com
Copyright © Organisational Flow | Design by Primitivo Cachero Viejo
Con la tecnología de Blogger.