From Harvard Business Review, January 26, 2009...
A few months ago I was lucky enough to work with someone who really understood resilience. Atef was one of a small group of international leaders I was coaching in London. On the first day, by way of introductions, I had asked them to describe their roles, their current business issues and a little about their backgrounds.
Atef spoke last. A senior vice-president in an American bank, he described the challenges he was facing with his team and in his business. The story of relentless pressure, change projects, long hours and difficult people was a familiar one. But after a few minutes, the story took a different and unusual direction.
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