Coaching for Resilience

Enhanced descriptions from Syndetics:

A recent report for the CIPD indicated that stress is now the more common cause of long-term sick leave in the UK for the first time ever. Demanding workloads and lack of job security are key stress factors, but in a tough, highly competitive environment these stressors are no longer avoidable. But you can learn how to cope with the stress effectively.

Coaching for Resilience is your practical guide to the principles of positive psychology. Using tried and tested techniques it will show you how to motivate and inspire your clients and yourself to build greater resilience. There are clear explanations of the principles of positive psychology throughout, with practical exercises and examples for ease of understanding. This comprehensive resource will help you develop a clear understanding of the psychology of stress and develop your own strategies to enhance resilience.

Table of contents provided by Syndetics

• About the authors (p. vi)
• Acknowledgements (p. viii)
• Introduction (p. 1)
• Part 1 Essential foundations for lasting resilience (p. 9)
• 01 Defining 'resilience' and 'stress' (p. 11)
• Resilience (p. 11)
• Stress (p. 15)
• Fight-or-flight (p. 18)
• 02 The science bit (p. 19)
• How the brain works (p. 19)
• How the brain works in the real world (p. 22)
• Reacting without thinking (p. 25)
• Taking control of the stress response (p. 28)
• 03 The effects of modern-day chronic stress (p. 29)
• Exercise one (p. 30)
• How stress undermines resilience (p. 34)
• External threats have been replaced by internal threats (p. 36)
• 04 Managing stress to build resilience (p. 39)
• The signs and symptoms of stress (p. 39)
• The causes of stress (p. 41)
• Strategies and techniques to reduce stress (p. 44)
• 05 What you already know (p. 45)
• Exercise two (p. 46)
• What causes stress and undermines resilience? (p. 48)
• Techniques and strategies to reduce stress and build resilience (p. 50)
• Why what you know about stress isn't helping you (p. 51)
• Only two real causes of stress (p. 54)
• Exercise three (p. 54)
• Part 2 The 7 Keys (p. 55)
• 06 Key 1 (p. 57)
• The two underlying psychological causes of stress (p. 57)
• Why is the need for approval such a powerful psychological driver? (p. 58)
• A question answered (p. 59)
• How the need to be liked affects stress levels in everyday life (p. 61)
• Exercise four (p. 64)
• The two underlying psychological causes of stress (p. 66)
• Need for control - I (p. 67)
• Exercise five (p. 68)
• Need for control - II (p. 72)
• Need for control - III (p. 74)
• Exercise six (p. 76)
• 07 Key 2 (p. 79)
• A model to develop awareness (p. 79)
• Exercise seven (p. 83)
• Exercise eight (p. 92)
• 08 Key 3 (p. 99)
• Life is short - getting motivated (p. 100)
• Exercise nine (p. 100)
• Taking control of your life (p. 104)
• The quality of assertiveness (p. 106)
• Exercise ten (p. 106)
• Passive (p. 109)
• Aggressive (p. 110)
• Passive-aggressive (p. 112)
• The skills and qualities of empathetic assertiveness (p. 116)
• Assertiveness and rights (p. 117)
• Developing the skills of empathetic assertiveness (p. 118)
• 09 Key 4 (p. 123)
• Change threatens people's need for control (p. 124)
• How do you react to change? (p. 125)
• Exercise eleven (p. 125)
• Exercise twelve (p. 131)
• Change is the only constant (p. 139)
• 10 Key 5 (p. 141)
• Building self-confidence (p. 143)
• Exercise thirteen (p. 145)
• Dealing with a difficult time: how did you do that? (p. 147)
• 11 Key 6 (p. 157)
• Attitude (p. 158)
• CBT: changing thoughts to change feelings (p. 160)
• Exercise fourteen (p. 162)
• Choosing your attitude (p. 172)
• Controlling your inner voice - 1 (p. 176)
• Controlling your inner voice - 2 (p. 183)
• Exercise fifteen (p. 185)
• Controlling your inner voice - 3 (p. 186)
• Exercise sixteen (p. 187)
• 12 Key 7 (p. 193)
• Stress comes from the past and the future (p. 194)
• Exercise seventeen (p. 195)
• Learn to live in the present (p. 199)
• Exercise eighteen (p. 201)
• The last word (p. 215)
• References and further reading (p. 219)
• Index (p. 220)