From the course: Building Resilience
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Separate facts from stress-based assumptions
From the course: Building Resilience
Separate facts from stress-based assumptions
I worked with an executive who received some constructive feedback from a colleague. As soon as the conversation ended, he started telling himself a story. My team doesn't respect me. I've lost all credibility. When we talked about what had happened, I asked him to separate the facts from the story. What were the facts? All right, the facts were that a colleague had given him feedback about how he handled a meeting. The story he was telling himself was that everyone thought that he's a bad leader. So what other explanations could have been possible? Maybe one colleague just had a different perspective. Maybe the feedback was intended to help him grow. Maybe this was an area for improvement but not a verdict on his abilities. As he stepped back, he realized that the feedback actually contained some useful information. So instead of spending the week defending himself or doubting all of his abilities, abilities, he was able to focus on what he could learn from the conversation. That's…
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