The Master Teacher Blog

We face endless competition for our time. Whether teacher or administrator, we can spend our days assessing, reacting, and managing what is happening around us. Our time can be filled with responding to questions, issues, and circumstances. While these are important aspects of our professional lives, they can leave us preoccupied with surface issues. They distract us from reflecting, sense making, and planning while sapping our creativity.

For most of us, this pattern is not satisfactory and may not be sustainable. We seek greater control, more opportunities to shape and create, and greater impact from our efforts. Our challenge is to move from being reactive to proactive, and from routinely reapplying past behavior to designing new, more creative and effective actions.

For teachers, this can mean having time to think deeply about reoccurring classroom management challenges, ways to add creativity to lesson designs, building better rubrics, and planning beyond the next few days. For principals and other administrators, focus time might mean stepping back to analyze patterns of student behavior, making the case for and building commitment to a new initiative, or planning the best approach to a difficult conversation. Of course, these lists could go on.

Fortunately, the answer may be less daunting, energy draining, and time consuming than we think. Many professionals, inside education and beyond, have found the practice of creating and engaging in focus time to be an effective—even game changing practice.

Focus time can help us to step back from urgent tasks and reacting to our environment while spending high value time thinking, reflecting, and planning. We might think of focus time as the next level of time management. Instead of managing minutes, we are managing mental energy. Consistent practice of focus time can help us to engage in greater depth of thinking, create clearer priorities, and increase our productivity. If this shift sounds as though it might be helpful to you, here are some guidelines to consider:

• Commit to focus time. The good news is that focus time does not have to be lengthy. In fact, as little as 10-20 minutes can produce amazing results once we have established a structure and routine to shift our attention and ready our brains to engage.
• Find time that can be protected. For some people, the first half-hour of the day before students and other staff arrive works best. For others, the end of the day is better. Teachers might designate a portion of prep time for deep planning. Principals might choose a block of time immediately after school starts when most everyone is occupied with getting the day underway or find another time of the day when interruptions can be minimized.
• Identify potential focus topics. We might keep a list of ideas, challenges, and issues that would benefit from deeper thinking and more creative and effective approaches. Once we think of a potential topic, our brain will continue to work on the issue, often surfacing additional observations and insights for reflection and consideration.
• Create a routine. To the extent possible, clear unrelated materials from workspace, close email, and silence phones and watches. Let go of any mental distractions and focus on a single goal for the session.
• Arrange access to helpful resources. Depending on the topic of your focus time, you might have notes you made in preparation for your session, data on recent trends or incidents, previous lesson plans, ideas from colleagues, or other artifacts.
• Capture ideas and thoughts. Allow yourself to reflect, explore, and ideate. Avoid placing constraints on possibilities at this point. Jot notes to retain insights and possibilities.
• Make a list of next steps. We may need to consult a colleague for more information. We may need to work out additional details and arrange schedules. We may even need to return to the topic for more focus after working out aspects and determining implications.
• Protect focus time. Resist letting go of the time you designate, despite competing demands. Focus time is most effective when practiced consistently and frequently. Over time, our brains will recognize the routine and make the time even more productive.
• Share and celebrate results. Share new insights and ideas with colleagues. Celebrate small wins and productive outcomes from focus time. Consider keeping a log of new ideas and creative approaches discovered through this practice. Paying attention to results can be a great stimulus to continue protecting and engaging in focus time.

Focus time can be a great way to shift our minds toward creativity and productivity. It can also be a great reminder that we have much to contribute. Try implementing focus time into your day and see what it can do for you.

Leadership is challenging and complex work. Easy answers and obvious solutions can be handled by almost anyone. However, when issues involve complexity, demand insight, and clear thinking, they are more likely to land in the laps of leaders. While we may have more experience than some, we do not have access to an endless supply of answers to difficult questions or solutions to every challenging problem.

Nevertheless, we can tap strategies and approaches that strengthen our thinking, help us to see options and alternatives that others may miss, and uncover solutions that otherwise might be overlooked. These leadership tools can help us to focus our thinking, flex our perspectives, and expand our search for promising options. Here are five experience-tested strategies to consider and apply when answers are not obvious and deeper thought and reflection are required.

Perspective taking.

The observation may seem obvious, but every complex situation, significant conflict, and negotiation has multiple sides and involves multiple perspectives. Unfortunately, we can become trapped in efforts to strengthen our position and improve our arguments rather than tapping the often more powerful and effective approach of understanding how the other party views the situation. More power and persuasion may make us feel better. Yet, grasping the perspective and understanding the emotional investment others bring to the circumstance can uncover options and areas of agreement that can lead to better and longer lasting solutions.

Slow looking.

Adapted from the art world, slow looking involves taking time to observe details that may not be immediately visible, stepping back to see a larger image, and shifting perspectives to observe from varying angles. We can use this approach when confronting complex situations, attempting to understand other’s intentions, and examining our reaction to what we are hearing or experiencing. When we slow down our thinking and focus on relationships, motivations, and interactions, we often can deepen our understanding and discover options and implications we might otherwise overlook.

Deep thinking.

Quick thinking has its place. However, finding answers to more difficult and complex problems requires time and focus. Discovering the best course of action is more likely to result from reflecting, examining, and questioning than seizing on the first option to surface. By setting aside time to delve beyond our immediate reactions, probe our initial emotions, and quiet our minds we can open ourselves to new insights, tap our creativity, expand our empathy, and discover novel ideas and uncover helpful options. While deep thinking requires some time commitment, it can be an effective time saver and solution generator if we practice it regularly. 

Structured reflection.

Replaying experiences and reviewing our thoughts and actions can support emotional release and generate self-justifications, but they are of little value unless they create greater clarity and lead to new insights and improved future actions. Fortunately, a simple reflection structure adapted from medical practice can provide a useful path that creates better understanding and leads to informed action. The process is driven by three questions. The first question is “What?” What happened? What did I think and feel? What else did I observe? The second question: “So what?” Probes for significance. What were the consequences? Why was the experience important? Is this something I need to correct or from which I need to learn? The final question is “What next?” This question invites action. What adjustments will we make in the future? Is there repair I need to make now? What learning will I apply when I have a similar experience in the future?

Brain breaks.

We know the value of having students take frequent breaks while engaging in challenging learning tasks. Even though active instruction or focused learning efforts cease, the brain continues to process, sequence, interpret, and store what students are learning. It happens that brain breaks are not just for young learners. When we attempt to take in large amounts of information, engage in complex problem solving, and sort through and seek the best options, taking brief breaks can give our brains time to absorb and organize information. A brief walk, stretch, or few moments of quiet time can make a significant difference in our mental processing and memory storage. Regular breaks can refresh our energy, but they can also improve our mental capacity.

Obviously, not every one of these thinking strategies apply to every problem or challenge we face. However, having access to an array of thinking approaches and strategies we can tap can give us useful options from which to choose. Also, these thinking tools are not just for leaders or confined to leadership challenges. They can be helpful when confronting almost any life circumstance that calls for more than preset processes and knee-jerk reactions.

We live in a world that values speed, seeks easy answers, and accepts superficial thinking. Too often, we find ourselves scanning, skimming, and scrolling rather than listening, reflecting, and contemplating. We can feel as though we are on a treadmill of see, react, and act, rather than observe, reflect, discover, choose, plan, and engage. The latter requires taking time to think deeply and act purposefully.

Thinking is our most valuable skill. It is what makes us uniquely human. Deep thinking offers benefits that are both intellectual and personal. Deep thinking ignites creativity, builds empathy and self-awareness, and strengthens decision-making. Deep thinking can result in new insights, novel ideas, and useful solutions. It can help us to break out of unproductive cycles of thought and behavior. Deep thinking rewards patience and renews energy and strengthens and lengthens our ability to focus.

Our world, unfortunately, too often encourages surface engagement rather than deep thinking. It prioritizes emotional reaction over reasoning, stimulation over stillness, efficiency over substance, and comfort over complexity. These are formidable forces that push against deliberate, patient, deep thinking.

Admittedly, deep thinking is not always easy. Deep thinking requires us to protect time to engage, it calls for focus and quieting our minds, and for allowing ourselves to be curious. Deep thinking is a skill and discipline. Deep thinking calls for us to slow down and stay with questions. It can be awkward at first, but with practice it becomes a reinforcing and rewarding experience.

So, what are some strategies we can employ to build our skill and practice deep thinking? Here are seven strategies to get started:

• Set aside time specifically to think. As little as 10-15 minutes can be a good start. As we practice thinking, we can build toward longer thinking periods. However, we need quiet and to be free from screens, tasks, and other distractions.
• Select a focus. We might consider a question that has been on our minds, a problem we are trying to solve, or an idea that needs further development.
• Practice “slow looking.” We might consider an issue from different perspectives. How might someone else see the situation? Reflect on the “big picture” and follow by focusing on details. We can resist quick answers and stay with questions as long as we are able.
• Be patient with complexity, ambiguity, and uncertainty. New insights and ideas often surface from what may not be clear and obvious. Being curious and allowing our thinking to explore possibilities can uncover important elements and options that otherwise would go unnoticed and ignored.
• Make thinking a habit. Occasional periods of thinking can be useful, but making deep thinking a regular part of daily or weekly routines can lead to bigger breakthroughs, more and better ideas, and greater self-awareness and confidence.
• Keep a thinking log. Make notes of ideas, possibilities, questions, and issues about which you want to think more deeply. Life moves quickly. We need to capture what we can as it happens so that we can reflect and consider options and implications with care and focus.
• Write about your thinking. Writing can be a powerful tool to organize, explore, and memorialize our thinking. Keeping a journal might be useful. Even a blog—regardless of whether it is published—can be a helpful way to create purpose and value in your thinking.

Deep thinking asks us to prioritize our time, be curious, and practice courage. The benefits can be powerful as we discover new insights about ourselves, our work, and our world. We become more comfortable with uncertainty, more confident in our ability to understand and influence our environment, and more empathetic toward others in our lives.

This is a time when we often consider making resolutions for the coming year. These resolutions are aspirational, reflecting our hopes and intentions for the months ahead. Unfortunately, they are also often short-lived. Resolutions can require new skills, significant life changes, and relationship adjustments. They may even mean giving up things with which we are familiar and enjoy. Consequently, within the first month or two of the new year, most resolutions have gone by the wayside.

Nevertheless, there may be changes to make and goals to achieve in the coming year that are worth our time and effort. The key is to choose carefully, focus on what can help us make progress towards who we want to be, and be ready to follow through. Of course, it helps if our resolutions do not require significant new commitments of time, new skills, or abandonment of long practiced habits.

If this situation sounds familiar, you have good news. There are meaningful resolutions you can make that do not come with significant new time commitments but pay big dividends. They do not require new skills or new habits that would be difficult to sustain. Equally important, these resolutions offer significant and sustained benefits when practiced regularly. Consider these five options that you can start today and enjoy their benefits now and throughout the new year.

Resolution #1: I will be curious.

Curiosity is an attitude as much as a behavior. Being curious positions us to pay attention, ask questions, and explore what may be new or unique. Remaining curious can be a powerful way to help us to better understand and evaluate new ideas we encounter. Curiosity can help us build relationships with others. Curiosity can even be an effective strategy for resolving conflicts we encounter.  It can also be the door to continuous learning and growth.

Resolution #2: I will assume positive intentions.

When something unfortunate happens, we observe negative behavior, or are confused by what someone says, we have a choice to make. We might assume that someone intended to create a problem, behave badly, or their words were intended to hurt. Alternatively, we can assume that there may be more to the situation than we know and there is a legitimate reason for what someone said or did. The choice may matter more than we realize. When we assume negative intentions, we search for responsibility and blame. The result too often is unproductive, negative, and hurtful. When we learn the full story, we may even find ourselves apologizing for what we assumed. Assuming positive intentions, on the other hand, allows us to explore and gain understanding before deciding what to think and how to respond. Assuming positive intentions builds trust and promotes understanding—two helpful connections for the coming year.

Resolution #3: I will notice and celebrate small wins.

Small wins happen around us more often than we might realize—unless we are paying attention. In the aftermath of a resolved problem, a settled conflict, or completed task, we might quickly turn to the next issue or challenge and move on. Yet, small wins can be the fuel that keeps our energy flowing and our spirits high. Further, when we notice and celebrate small wins, they can grow and become much larger wins. Small wins can be momentum builders and confidence reinforcers. They are worth noticing and celebrating.

Resolution #4: I will be grateful.

Much like noticing and celebrating small wins, paying attention to what we should be grateful for and appreciating people who are important to us can be a powerful counterweight to what might otherwise drag us down. Incorporating gratitude into daily or weekly journaling, reflecting as we begin or end the day, or purposefully sharing gratitude in our conversations can make a surprisingly positive difference in our attitude and how we experience life. Reflecting on what is good in our lives and being thankful for people who support and love us does not have to be time consuming, but it can be life renewing.

Resolution #5: I will practice work-life balance.

There is almost always more work that could be done. We might do more planning. We might rework or tweak a project, or maybe just worry about a colleague or student. The list could go on. Finding work-life balance can become more of an art than science. But placing reasonable boundaries around work hours, setting priorities, taking regular breaks, and protecting time for family, recreation, and other personal activities can be the key to sustaining our energy, remaining motivated, and maintaining our sanity.

While these resolutions do not ask us to change major elements of our lives, they yield the greatest results when practiced regularly. With just a few weeks of practice, they can shift how we engage with others, shape our attitudes, and improve how we experience life.

Metaphors can be powerful tools for communicating and creating understanding. Part of their charm and utility is that they can help us to see limitations and imagine alternatives, a safe and inviting way to articulate the case for change and suggest possible options. With this context in mind, let's consider the metaphor of a typewriter to help us see how the design of our educational system might be holding us back from what we need. It might also help us to rethink the design in useful ways.

Consider that the typewriter was an amazing innovation in its time. The work of the traditional typesetter immediately became available to anyone with access to the machine. Professional printing was no longer the purview of a few highly skilled individuals. Similarly, the emergence of our public education system created access to learning opportunities that previously have been confined to the wealthy and privileged. However, while access remains important, access alone is not adequate to prepare students for their futures.

Rethink opportunity: How can we assure that every student has access to rich learning opportunities and support and is challenged to move their learning to ever higher levels and deeper understanding?

The typewriter provided precision in type and uniformity in presentation. Our education system, too, was designed to create uniformity and precision in teaching and learning. Schools were charged with preparing students for a predictable future and a stable economy that, for most graduates, required a relatively narrow set of minimal skills. Yet, today’s world demands creativity, innovation, and flexibility; skills difficult to foster in a standardized and compliance-based design.

Rethink opportunity: How might we design more opportunities for flexibility, variety, and diversity in learning experiences?

Typewriters were designed for use in isolation. A single person developed a single product following a set approach. Similarly, our schools were designed for learning to occur in a predetermined sequence, largely disconnected from application and devoid of collaboration. Meanwhile, today’s workplace values networks, shared creativity, and instant communication.

Rethink opportunity: How can we create learning environments that encourage collaboration, celebrate connections, and nurture learning networks?

Typewriters were not tolerant of mistakes or changes. Even minor errors in keystrokes required retyping or covering with “whiteout.” Changes to content typically meant starting over. The design of our educational system does not accommodate mistakes very well. Instruction is intended to keep moving forward. Mistakes are treated as interruptions and malfunctions rather than naturally occurring aspects of learning. Terms such as “remediation” imply having to fix learners rather than accepting and addressing errors and mistakes as important components of learning.

Rethink opportunity: How can we create opportunities for mistakes and errors to be celebrated as part of learning processes and utilized to accelerate understanding and deepen insights?

Typewriters immediately increased the productivity of office workers. Tasks that previously took excessive time and care became far less time intensive. However, we would not expect workers to meet workplace expectations today while relying on a typewriter to generate the volume and variety of products we take for granted. Yet, educators are expected to follow and rely on a system design that has changed relatively little since its creation in the late 1800’s. There should be little wonder about why schools often do not produce the results expected and needed in today’s world.

Rethink opportunity: How can we harness today’s technology tools to support greater productivity without adding excessive pressure and workloads?

Typewriters offer feelings of nostalgia for many people. The sounds of clicking keys and the bell of a return carriage can conjure familiar memories and reminders of simpler, less complicated times. The structures and schedules and the compliance and fact-focused curriculum of traditional schools can feel familiar, predictable, and even reassuring. However, the world for which today’s schools are challenged to prepare students will demand flexibility, collaboration, curiosity, imagination, and innovation; features traditional schooling was not designed to foster.

Rethink opportunity: How can schools evolve to encourage more curiosity, greater collaboration, expanded creativity, and richer imagination? 

The invention of the typewriter represented a major step forward in printing and the design of our education system opened the door to major advances in learning. However, much like the typewriter of yesteryear, our thinking and approaches to learning need to evolve and respond to new opportunities and the demands our students will face in life and work.

In an era where scrolling, skimming, and glancing frequently masquerade as learning, it can seem impossible to convince students to slow down and pay close attention. Yet, unless students fully engage, they do not learn on a deeper level or retain what they learn. We might describe this conflict as fast looking versus slow looking.

Fast looking takes in images, forms impressions, and makes quick judgments. Slow looking observes details, makes connections, reflects on meaning, considers implications, and forms questions. Slow looking requires intention and discipline.

Fast looking is a default mode for most people. While fast looking can carry us through the day, help us to follow routines, and keep us moving, it can deprive us of noticing, experiencing, engaging, and recalling much of what happens to and around us. In the classroom, fast looking can prevent students from fully engaging in what they are learning. It invites shortcuts and can contribute to superficial learning and short recall.

The meaning of slow looking has its roots in museum visit behavior. When observing a piece of art or rare artifact, we take time to really look. We might stand close to see details or step back to take in the full image. We might physically shift positions to investigate the object from different perspectives. We might engage another person in conversation about what they are seeing, how the object makes them feel, or what significance they take from what they are seeing and experiencing.

Obviously, not everything that we want students to learn and practice requires slow looking. Following established routines, recalling facts, and other activities that reinforce “muscle memory” can be accomplished with more superficial or fast looking. However, when we want students to observe important details, actively engage with new learning, and develop deep understanding, slow looking is what we need students to practice. Of course, most of what is important for students to learn, recall, and use in the future requires significant engagement and more than superficial understanding.

So, how can we teach students the discipline, habit, and value of slow looking? Here are seven ways to get started:

• Model slow looking. We might describe our behavior out loud. We can formulate questions, or mention what we are noticing as we observe, such as patterns, conflicts, and inconsistencies.
• Ask questions that stimulate slow looking. We might ask students what they notice. We can ask students what they wonder and what questions they have. We might probe to have students explain their reactions and feelings.
• Practice “wait time.” After introducing an object, topic, or asking a question, we might pause for several seconds before asking for observations, answers, or questions. Giving students time to think can generate more complete responses and give students who need more time to reflect better opportunities to participate.
• Structure silent observation to encourage noticing and reflecting. Initially, the silence might be for short periods to give students practice and then lengthen observation periods to a few minutes before beginning discussion.  
• Have students discuss their observations, reflections, and reactions with classmates. As students share, they are likely to uncover details they might initially have missed and learned from the observations, thoughts, and perspectives of other students.
• Delay sharing additional information. Student reflections, discussions, and questions will likely generate interest in learning more. Their curiosity and discoveries can set the stage for interest in learning with greater depth, nuance, and persistence. The additional information we share is likely to receive greater attention and lead to even more interest and questions.
• Revisit the object or topic after discussion or further investigation to capture additional thoughts and build deeper understanding. Once students hear from others and have time to reflect and further investigate, and receive additional information from us, they often will see things they missed, understand elements they overlooked, and have new questions to explore.

As students build their slow looking skills and habits, we are likely to find students practicing greater patience and focus on their learning. Their observation skills will grow as well as their curiosity and critical thinking skills. Equally important, we are apt to see greater emotional connections and empathy in their learning.

We might think of resilience as the ability to tolerate and survive adversity. Finding our way through difficult times is important. However, framing resilience as just getting by can lead us to ignore important dimensions and opportunities often found in adverse and challenging circumstances whether we are a teacher, administrator, or other member of the school team.

Resilience does not have to be a means to get past or get through difficult experiences. It can be the strategy we use to transform how we see our circumstances, discover opportunities within adversity, and a means to resurface with even more confidence and competence as a person and as a professional.

Rather than seeing resilience as solely the capacity to respond, we might think of it as a strategy for reframing our thinking and choosing our response. In fact, we might think of resilience as powered by four factors over which we have control, attitude, gratitude, fortitude, and aptitude. Let’s unpack these four factors and examine how they can shift our thinking and empower us to come back stronger after negative experiences, challenging circumstances, or adverse conditions.

Our attitude empowers our resilience. Attitude is a choice. It is the mindset we bring to life’s challenges. Our attitude is our interpretation of what we face and the story we tell ourselves about what is real and what is possible. When we choose a positive, “can do” attitude we do not deny difficulty. Instead, we open the possibility for growth and opportunity. Our attitude can be the difference between what we see as a dead end and what we perceive as a temporary detour. Our attitude can reframe the setbacks we experience as problems to solve and lessons to learn rather than personal or professional failures.

Our gratitude grounds our resilience. Gratitude helps us to appreciate what we have even when we may not have or be experiencing what we want. Gratitude helps us to remain balanced when not everything is going our way. Gratitude supports and preserves our relationships despite pressure and strain. When we are grateful, we can find silver linings in the face of difficulty without being naïve or dismissing the difficulties we confront. Gratitude helps us to maintain hope and prepares us to bounce back as circumstances change.

Our fortitude drives our resilience. Fortitude is the grit to act despite difficulty. Fortitude is the willpower to persist despite pressure, barriers, and setbacks. Fortitude keeps us going when our motivation dips and our energy ebbs. Fortitude can be as simple as deciding to keep walking and working despite the detours and distractions we face. Fortitude is focusing on next steps and doable actions that will move us forward, even if it is a small amount.

Our aptitude defines and draws on the skills we need to build our resilience. Resilience is not just an emotional response. Resilience involves gaining an objective understanding. Resilience is solving problems and finding answers. Resilience is leveraging our strengths, being smart in the effort and strategies we deploy, and accessing the resources available to us. Resilience is made up of skills we can learn and hone. Difficult times can be rich opportunities for learning, skill-building, and practice. Our aptitude for resilience is built on knowing ourselves, building our confidence, and honing our competence.

We can choose to see hope and possibility in the circumstances we face. We can continue to appreciate what we have even when what we want may be difficult to achieve. We can choose to act and persist even when circumstances challenge us. And we can use the adversity we face to define the skills we need, build the capacity to succeed, and emerge stronger, wiser, and ready to lead.

Not everything that is relevant today is new. Also, not everything that is useful with students originated in education. An excellent example of this observation is a reflection process developed for healthcare professionals several decades ago. Despite how long it has been around, it remains a useful tool to stimulate and guide reflection activities. It is deceptively simple, but surprisingly powerful. The process consists of just three questions:

• What?
• So what? 
• Now what?

This question sequence provides a useful way to organize thoughts, consider implications, and decide next steps. The reflection process works by breaking down information into useful parts. It also clarifies relevance of the topic being considered. Finally, it encourages individuals to take action because of the reflection.

We can use the reflection tool to help students reflect on and learn from conflict, missteps, or misbehavior. Students might use this tool to understand the significance of their effort and persistence in the face of an academic challenge, or to help them reflect on and better understand their behavior in a relationship. Let’s unpack these questions and explore how they might be used to guide and support student reflection activities regardless of topic, subject, or experience.

“What?” focuses on the experience, event, or interaction. In the first step, students describe what happened. They isolate the facts of the matter by recounting what they observed. Students may describe an assignment or project they were engaged in. They may reflect on an event in which they participated. They may recount a conversation, argument, or something they heard. They also detail the role they played in what happened.

Our coaching role during this step of the reflection process is to have students be clear, concrete, and concise. The key is to help students begin their reflection with reality, not what they assume or imagine.

“So what?” engages students in interpreting, analyzing, and contextualizing what happened. In the second step, students describe why the experience, event, or interaction was important. They may discuss why they reacted as they did. They might recount how they felt as the situation unfolded. They may even provide context that explains why they found the experience to matter. Further, students might provide history of a relationship, a struggle to complete a task, or an analysis of their behavior. Finally, this step asks students to consider what they learned through the experience.

Our coaching in this step is to help students to recall what they felt, how they reacted, and what they learned. We may need to ask nudging questions to help students find their way through emotions, assumptions, and other distractions that get in the way while making sense of what they experienced.

“Now what?” focuses student attention on the implications of the experience and future actions. In the third step, students ask themselves what they would do differently if they encountered the same circumstances, challenges, or interactions in the future. They might draw on what they discovered in the second step of the process to determine how they can adjust their thinking and behavior. Students also may find that there are skills and information they need to learn to help them complete this phase. Depending on the situation, students may plan the next steps they will take to resolve the situation or how they will reengage in a project or task. They might even develop a script to use in resolving a conflict.

Our coaching at this stage of the process is to encourage commitment and to help students define, determine, and deploy the steps or strategies they will use to move forward. Students may need our insights and ideas to help them figure out what they will say and what actions they will take.

These three questions may seem simple—even obvious. However, when deployed with thought and commitment, they can generate powerful insights and lead to significant changes in thinking and behavior.

We typically think of resilience as finding our way through a difficult experience or time, recovering, and being able to move past the experience. We may carry some “scars” with us from the experience, but we assume that returning to where we were before is success. Yet, settling for the ability to endure and survive leaves us where we started with little benefit to show from the experience.

As unpleasant as uncertainty, challenges, and change can be, they do not have to break us or even leave us where we were before they emerged. Adversity can be an important opportunity and stimulus for growth and learning. We might look to nature to understand the benefits of approaching challenges with an adaptive mindset. We know that when we stress our muscles in strength training, we become stronger. Trees exposed to persistent, vigorous wind develop stronger, deeper root structures. The stress of forest and grass fires stimulate new plant growth. When predators are introduced to ecosystems, other animals develop greater awareness, avoidance, defense, and escape skills.

Author Nassim Nicholas Taleb in his book, Antifragile: Things That Gain from Disorder, describes three general response options to stress, challenge, and uncertainty:

• Fragile: Unprepared, unaware, inflexible systems and people are likely to break under stress. Rather than endure, they give in to the pressure and abandon the struggle. Adversity leaves them weaker, less able to deal with stress, and with diminished ability to confront the next challenge.
• Resilient: Strong, durable systems and people focus on managing, enduring, and surviving. Their goal is to “live to fight another day,” but not necessarily adjust or improve because of the experience. Adversity generally leaves them where they started: standing, but not stronger or wiser.
• Antifragile: Flexible, adaptive, responsive systems and people view uncertainty, adversity, and pressure as opportunities to learn, adapt, innovate, and grow. Returning to normal following challenging times is not their goal. Becoming stronger, becoming better able to adapt and adjust, and building toward new levels of skill and success are their intended “takeaways” from these experiences. 

When conditions change, new elements are introduced to our world, or new challenges emerge, we can choose to give in and abandon the struggle, endure and survive, or adapt, learn, and grow. The course we choose can have lasting effects on our personal and professional lives.

Certainly, there are times when choosing to fight is futile, or committing to hang on is the best we can do. However, the greatest upside potential lies in leveraging difficult experiences to learn, grow, adjust, and thrive. The question is: How can we make the best use of challenging experiences and emerge wiser, stronger, and ready for what lies ahead? Consider these seven strategies as places to start:

• Interrogate adversity to find lessons you can learn. The lessons you learn may not only be useful now, but they may be good preparation for the future.
• Consider the challenge as an opportunity to innovate. Now can be a time to try something new.
• Explore what beliefs or assumptions may be getting in your way or holding you back. Try flipping your perceptions about the situation and see what new insights emerge.
• Examine the strategies and approaches that appear to be working for others. They may have discovered something that will be useful to you.
• Revisit something you tried that did not work.  Often the “seeds of success” can be found in efforts and attempts that did not fully produce desired results.
• Accept that you hold the power to choose how you will respond regardless of what you face. Embrace the power you have.
• Ask yourself, “What would I do if I were not afraid?” Fear can keep us from considering options and solutions that may involve risk but also hold significant promise.

Adversity is a natural part of life. We will face it regardless of whether we choose or deserve it. The question for us is how we will respond. We can give in, tolerate, or leverage these experiences. The choice we make can make a significant difference to our confidence, sense of control, and ability to deal with what the future holds.

Resource: Taleb, N. (2012). Antifragile: Things That Gain from Disorder. Random House.