Bounce Back Buchzusammenfassung - das Wichtigste aus Bounce Back

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Zusammenfassung von Bounce Back

Name: Bounce Back
Rating: 4.2 (117 reviews)
Author: Susan Kahn

Susan Kahn

How to Fail Fast and Be Resilient at Work

4.2 (117 Bewertungen)

23 Min.

Worum geht es in Bounce Back?

Bounce Back (2020) is an instruction manual for professionals faced by seemingly insurmountable workplace challenges. Drawing on business coach Susan Kahn’s insights into the psychology of resilience, these blinks explore strategies that will help you overcome setbacks and change your thinking. Along the way, you’ll find out what ancient Greek philosophy, Freudian psychoanalysis, and contemporary neuroscience can teach us about the art of resilience.

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Bounce Back
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What’s in it for me? Tips and tricks to make yourself more resilient.

The word “resilience” usually denotes something like elasticity.

Think of a tree bending in a storm and moving with the wind before returning to an upright position. That’s one kind of resilience. A material that returns to its original shape after being stretched or bent is also resilient.

Resilience, in other words, is about adaptability and flexibility – taking on a new form to meet the demands of new situations without getting permanently bent out of shape.

In these blinks, we’ll be looking at techniques to help you “bounce back” and adjust to new situations in your life. As business psychologist Susan Kahn notes, learning to be more resilient won’t just help you to survive life’s bumpy ride; it’ll help you flourish, above all in the workplace.

You’ll also learn

what Freud can teach us about office conflicts;
why it’s so important to get a full night’s sleep; and
how to stop worrying about things you can’t control.

If you want to succeed, you should accept that you’re going to fail time and again.

In ancient Greece, merchants whose businesses failed were forced to sit in marketplaces with baskets over their heads. Seen by the crowds but unable to see themselves, they were ridiculed for their errors. Things weren’t much better in premodern Italy: in towns up and down the peninsula, failed businessmen were stripped naked and made to face the scorn of their jeering compatriots.

Failure, in other words, has historically been treated harshly. Contemporary societies aren’t quite as brutal, and yet our fear of failure lives on. But failure isn’t necessarily a bad thing.

The key message here is: If you want to succeed, you should accept that you’re going to fail time and again.

Whatever the industry, professionals and organizations benefit when they learn from their failures. This is because, contrary to conventional wisdom, failure doesn’t make you less intelligent or able. In fact, the most accomplished and talented individuals and institutions routinely experience failure. They recognize that, as the psychologist Denis Waitley puts it, failure isn’t an “undertaker” – it’s a teacher.

Take it from basketball star Michael Jordan, one of the most successful players in the history of the sport. Looking back, Jordan sees his career as a series of failures. He missed over 9,000 shots, 26 of which were potential game-winners. He failed time and again. “That,” he said, “is why I succeed.”

Then there’s JK Rowling, one of the world’s most respected authors. Before Harry Potter became the global sensation it is today, her books were rejected by dozens of publishing houses. Or take Netflix. The on-demand video streaming service was first pitched to Blockbuster in 2000 for a fraction of its current value. Blockbuster turned it down.

These kinds of failures provide a valuable lesson on the importance of self-belief and determination. Just think of Thomas Edison, the inventor of the lightbulb. He famously regarded each failure as a step in the right direction. With all these failed attempts he had found 10,000 ways that wouldn’t work!

But even though failure is so important, not everyone will respond to it in an encouraging and supportive way. Some stakeholders, like bosses or clients, will inevitably be upset. So it’s very important to develop a system that encourages risks and failures, but which also avoids a breakdown in relations. Call it fail fast. We’ll explore this idea in the next blink.

“Fail fast” can teach both individuals and organizations to make the most of failure.

The concept of fail fast comes from systems design. There, it denotes a technology that immediately reports issues likely to cause serious problems further down the line. When this happens, operations are halted so that the flaw in the process can be addressed. The idea was later taken up by businesses to describe the way they stress-test products early on. This gets failure out of the way, and it can prevent years of wasted investment.

This is something we can also implement in our own day-to-day work.

Your unconscious shapes your behavior, and exploring your inner motivations can help you become more resilient.

It’s easy to assume that what we’re able to see is all there is to see. At work, for example, we might notice a manager ignoring a colleague’s contributions and inwardly condemn this disrespectful behavior. What we can’t see, though, are the unconscious drivers of this behavior. Maybe this manager is envious of the person proposing ideas. Or maybe he thinks that it’s his duty as a manager to have all the good ideas. Ultimately, it’s these unseen factors that explain how we act.

The key message here is: Your unconscious shapes your behavior, and exploring your inner motivations can help you become more resilient.

Sleep is the key to building physical resilience.

Imagine you were told about a product that allowed you to reset your body and brain to “healthy.” It could be used every day by anyone on the planet and didn’t cost a cent. Sound too good to be true? Well, here’s the good news: you already have this miracle cure! It’s called sleep.

The key message here is: Sleep is the key to building physical resilience.

Resilience isn’t just about positivity – it’s also helpful to think about everything that could go wrong.

If you want to build your resilience, many argue, you need to embrace the power of positive thinking. This is a popular idea found in self-help books, therapies, and on social media. It says that if we’re positive enough, there’s nothing we can’t do, from losing weight to landing that dream job.

There’s nothing wrong with a can-do attitude, of course – the reason these books and ideas are popular is because they do help lots of folks. But positive thinking isn’t the only approach. Sometimes, dwelling on negatives can be just as helpful.

Purpose makes us resilient and gets us through periods of hardship.

When we’re clear about why we’re doing what we’re doing, we are much more likely to be resilient. It is this sense of “why” that gets people through grueling seven-day weeks in the early stages of establishing their business, or keeps them on course during a marathon. In other words, the conviction that our tasks are meaningful gives us the courage to push through adversity.

The key message here is: Purpose makes us resilient and gets us through periods of hardship.

Only you can define what kind of work is meaningful.

The Japanese have a special word for the sense of purpose that gets you out of bed in the morning: ikigai, meaning “a reason for being.” This is something you do not just for money but also because it matters. As the saying goes, “If you do something you love, you’ll never have to work another day in your life.” This is true enough, but first you have to find your purpose.

The key message here is: Only you can define what kind of work is meaningful.

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Greater self-awareness and understanding will help us to be more resilient and to find a way to work through these worries.

—Susan Kahn

Über den Autor

Susan Kahn is a business psychologist, coach, consultant, and mediator. She teaches at Birkbeck, University of London and is a faculty member at the School of Life. Kahn regularly works with individual and corporate clients looking to develop their potential as leaders or to resolve workplace conflict. Bounce Back is her first book.

Wer Bounce Back lesen sollte

Would-be risk-takers scared of failing
Managers and team leaders
Workers worried about disruptive changes

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