Integrate psychological resilience with reward, development and performance processes.
Developing Psychological Resilience to Face Challenges
Practical training in psychological resilience, grounded in real cases and applied to your own operation.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
People decide what psychological resilience really means by watching who gets promoted. A process for this aspect of people management and development that managers quietly work around has already failed. The most reliable predictor of sound the people management and development discipline is whether anyone reviews it when nothing has gone wrong. Participants finish able to explain psychological resilience to a non-specialist audience without losing precision. What blocks progress on the wider people management and development agenda is usually unclear ownership rather than unclear intent. Exercises escalate in difficulty, ending with the ambiguous situations that make this strand of people management and development hard in practice. This programme builds psychological resilience from first principles, without padding and without omitting what matters. The programme works equally well for those formalising this aspect of people management and development for the first time and those improving an existing approach. Participants leave with a first-ninety-days plan for this strand of people management and development rather than a set of notes.
Expected Learning Outcomes
Build capability in psychological resilience across the management line, not only in the people function.
Design the communication that makes psychological resilience understood rather than merely announced.
Measure the effect of psychological resilience on retention, performance and engagement.
Present the case for investment in psychological resilience in terms that a finance function will accept.
Distinguish the parts of psychological resilience that must be standardised from those that require judgement.
Establish what evidence would demonstrate that psychological resilience is under control.
Who Should Attend
Internal communications staff explaining psychological resilience to the workforce.
Recruitment and resourcing staff affected by psychological resilience.
Members of committees that take decisions affecting psychological resilience.
Department heads accountable for the results of psychological resilience.
Employee relations specialists handling cases arising from psychological resilience.
Talent and organisational development specialists working on psychological resilience.
Course Modules
Psychological resilience: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Appeals and grievances arising from psychological resilience
- Estimate the cost of psychological resilience and the cost of leaving it unchanged.
- Identify the data the organisation already holds that bears on psychological resilience.
- Review psychological resilience for unintended equity effects across groups.
- Check that psychological resilience still works when volumes rise unexpectedly.
Session 2Writing a policy on psychological resilience a line manager can actually use
- Establish the boundary of psychological resilience and record what sits outside it.
- Plan succession for roles most exposed to psychological resilience.
- Check that psychological resilience complies with current labour regulation in every location.
- Document the reasoning for every exception granted under psychological resilience.
Psychological resilience: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Piloting a change to psychological resilience before committing
- Pilot changes to psychological resilience in one area before wider rollout.
- Ask employees what psychological resilience feels like from their side.
- Compare intended and actual outcomes of psychological resilience honestly.
- Assign responsibility for keeping documentation of psychological resilience current.
Session 2The hard cases in psychological resilience and how to reason about them
- Test the policy on psychological resilience against three real cases from the past year.
- Measure the effect of psychological resilience on retention and performance, not activity.
- State the purpose of psychological resilience in one sentence a new manager would understand.
- Compare the cost of psychological resilience with the cost of its absence.
Psychological resilience: capability across the management line
2 sessions · 8 pointsSession 1The conversation about psychological resilience managers most often avoid
- Confirm records relating to psychological resilience meet retention and privacy rules.
- Build the appeals route for psychological resilience and publish it.
- Benchmark the organisation's psychological resilience against comparable operations.
- Set the annual review point for psychological resilience and who attends.
Session 2Reviewing psychological resilience against what actually happened
- Reduce the variation in how psychological resilience is carried out between teams.
- Distinguish symptoms from causes when psychological resilience underperforms.
- Collect evidence on the present handling of psychological resilience before proposing changes.
- Close out actions on psychological resilience rather than leaving them open indefinitely.
Psychological resilience: review, learning and adjustment
2 sessions · 8 pointsSession 1Keeping psychological resilience alive after the initial push
- Script the difficult conversation psychological resilience requires and rehearse it.
- Agree the indicators that will show whether psychological resilience is improving.
- Rehearse the briefing on psychological resilience that would follow an incident.
- Build the competence framework that supports psychological resilience.
Session 2The paperwork for psychological resilience that is actually needed
- Prepare the summary of psychological resilience that senior management will read.
- Decide what will be stopped to create capacity for psychological resilience.
- Draft the minimum viable people policy for psychological resilience.
- Set out the decisions in psychological resilience that require sign-off and by whom.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.