Elevating Psychological Capital

Elevating psychological capital

Maintaining Performance and Wellbeing in a Turbulent Time

In the current climate, the risk of performance lapses are high; legitimate worries about our health, our loved ones, our personal finances and the economy put us all at risk of sub-optimal performance.  

Fortunately there are evidence-based practices we can follow for ourselves, our colleagues and our direct reports that improve our ability to manage stressors and pressures.  By marshaling certain resources, we can elevate our Psychological Capital, enabling us to maintain both wellbeing and performance at work.  

Psychological Capital – a subject of widespread psychological research over more than 20 years – has four elements: Hope, Efficacy, Resilience and Optimism (HERO for short).  Specific measures to increase each element can meaningfully enhance both wellbeing and performance. 

The table below provides more information about each of the elements of Psychological Capital, along with tips for elevating it for yourself and others.

Elements-of-Psychological-Capital

Maintaining Psychological Capital is valuable all the time, but particularly important in periods of high stress and anxiety.  Making employees and leaders aware of the concept and providing them skills to manage it will create a climate that is both supportive and productive.   

Dr. Ted Freeman uses twenty years of consulting and leadership experience to generate sustainable growth in client companies.  His consulting focuses on assessment, leadership capacity and transitions, team performance, and high-impact cultures.  In addition to his consulting practice, Ted holds an advisory role as Vice President of People at BioLite Energy.  

Listen to Ted’s Noto Group podcast on psychological capitalContact Ted to learn more about managing psychological capital in your company. 

Listen to the podcast

Ted Freeman

Ted has extensive experience as an organization development consultant and executive. He served as Culture Officer at EILEEN FISHER, INC., leading the people and culture teams as well as Information Technology. As a member of the EILEEN FISHER Collective CEO, Ted led development and execution of a comprehensive strategy for transforming the business model, supply chain operations, technology and culture. He couples his executive background with more than a decade of consulting experience in the areas of leadership development, organizational effectiveness and executive coaching. As a principal at Praxis Consulting Group, he advised dozens of organizations in such diverse industries as retail, manufacturing, professional services, pharmaceutical, aerospace, and financial. Ted has taught leadership, organization development, and consulting at Rutgers University, University of Pennsylvania, and George Mason University. He also held a senior staff position at the Wharton School’s Executive Development Program. Ted received his Bachelor’s degree in Social Psychology from Haverford College and his Doctorate degree in Organizational Psychology from Rutgers University.