You might say things right

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Let’s wrap it up.Listen to the episode:Watch it, too:One deep thought: Don’t worry about bouncing back (:)now are fluxed up.Our best-laid plans and activities have been stretched, compressed, and generally bent out of shape over the past several months. Many of us wonder every day if this is the right time to come back, launch that big initiative we put on hold, return to the editorial calendar, resume selling the way we did before, or even go back to work (full stop).

In this environment, the word “resilience” gets brought up a switzerland business mailing list lot. How resilient are we? Can we recover quickly from stresses and bounce back into our original shape?Many frameworks have been developed to attempt to measure resilience (examples include the Connor-Davidson Resilience Scale, the Resilience Scale for Adults, and the Brief Resilience Scale).But measuring resilience is difficult because resilience is observed after the successful negotiation of stresses. It’s a bit like those YouTube videos of people placing rubber band after rubber band around a watermelon until it explodes.

You can’t measure how many rubber bands a watermelon can withstand until it fails. The number depends on the watermelon, strength of the bands, how quickly you place them, and so on.That’s why most measurement frameworks simply try to identify positive attributes that give people or organizations the capacity for resilience. This capacity is the ability to change and to form new approaches to future stresses.When I see resilience in marketing practices, it isn’t the team’s ability to get back to normal operations after a crisis that matters.