In today’s competitive work environment, attracting and retaining top talent is paramount and expensive.
Companies recruit high performing employees with deep experience, invest in training, and reward outcomes.
Yet while talent and experience are critical, new evidence suggests those attributes may not be enough.
It’s not simply how well a person can perform in a typical situation, but how quickly they can return to high
performance after an inevitable setback.
Resilience is the ability to become strong, healthy or successful again after something bad happens. It
includes (learnable) cognitive and emotional skills that reduce the degree and duration of episodes of
discouragement, reluctance or defeat that often follow negative events. A resilient worker will quickly put the
event in perspective and search for alternative solutions while their less-resilient colleagues experience a
letdown or assign blame.
This paper describes how resilience, measured by the meQ Score, corresponds to w
The principle “what gets measured gets managed” dictates that by simply examining an activity, you can get a handle on it and find ways to improve it. However, not all metrics are created equal—meaning not all things that can be measured will give you the ability to proactively take action in a timely manner. Case in point: If you measure the effectiveness of your customer success and recurring revenue growth programs based only on retention, churn, renewal or attrition rates, then you have a problem. These are very important metrics, and they are definitely key to your business. The problem is that these metrics can only tell you if you have a problem, which you often discover only after it is too late to affect real change.
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