The resilient supervisory leader is not a freak of nature, an accident, or an odd combination of luck and good genetics who just happens into the job. She is intentionally resilient. She has learned to manage her own assumptions, to focus on the few things in life and at work that really matter and has developed a bias for action. A resilient 9-1-1 Communications Center Supervisor is a leader who thrives under pressure, leads a complex team to higher levels of performance, and creates smooth order out of hourly chaos. Every high impact leader with whom we have worked believes people deserve good leadership. They believe in the mission of the emergency dispatch service. They are motivated by an insatiable curiosity for how things really are. They have a passion for the work and a buoyant, humble joy that brings a smile to the faces of their team members, even in times of great stress and pressure. It is my hope that you will benefit from what we have discovered through more than 30 years of study of these resilient leaders as you take some of these ideas and turn them into action and then, into habits. The people you serve deserve good leadership.

Pull back the curtain on the theater of life following apparent overnight success stories (or overnight failures) and we discover what's backstage. That is what matters. That is what tells the real story. It is the behind-the-scenes structure that creates the real story. And it is compelling. This book is about what Dr. De Hicks and the SCGI Research Teams have learned about what's backstage by observation and through conversation over a seven year period. It is the result of formal study of 1201 individuals in leadership positions. It is the product of countless hours of Intensely personal conversations with stunningly open and transparent people. It is all about the gritty habits of people who have seen decades of success contrasted with those of people who achieved the heights of success but then plunged into life-wrecking failure. Are they somehow different in how they live the most private parts of their lives, their habits and disciplines? And, if they are different, does that difference matter? This book is our small contribution to the question that many others have posed: Can we learn to be compelling, highly effective, successful leaders, or is success a mixture of natural talent and lucky circumstance? Moreover, if we can learn, then what are the fundamental habits of thought and deed comprising the art and craft of selfless, compelling, transformative leadership over a lifetime? This book will give you insight into that question. We are shaped by three powerful forces: The stories we tell ourselves (and therefore believe), our habits and disciplines, and the people we trust. As you engage with our findings in this book, put on those three lenses to see these forces at work in their lives.

The resilient supervisory leader is not a freak of nature, an accident, or an odd combination of luck and good geneticswho just happens into the job. He is intentionally resilient. He has learned to manage his assumptions, to focus on the few things in life and at work that really matter and has developed a Bias for Action.A resilient Supervisor in a High-Impact organization is a leader who thrives under pressure, leads individuals and small groups to higher levels of performance and gets results. Every one of the leaders with whom we have worked with believes people deserve good leadership. They are motivated by a deep, insatiable curiosity for how things really are. They have a nearly endless passion for the work before them and a buoyant, humble joy that brings a smile to the faces of their team, even in times of high stress and pressure.