The Mental Toughness concept is becoming a key element for employability.
We are now said to live in a VUCA world – Volatile, Uncertain, Complex and Ambiguous. Although that is not really so new – that’s been largely true of times past too. What is different and becoming increasingly challenging, is the speed and nature of change in this VUCA world.
What is happening all over the world is that employers and societies are beginning to understand that employability is more than thinking about skills, knowledge, behaviour and preferences.
So what does Employability look like?
In 2013, AQR International carried out a study where we consulted with almost 500 employers. Although skills, knowledge and qualifications all had their place, it was really interesting to see that the over-riding requirement was for something most called “Attitude”. Employers valued this above all else.
On closer examination, we found this embraced resilience and positivity. This is mental toughness.
When we respond to events and demands, we can either see it as an opportunity and be positive in our approach or see it as a threat and adopt a negative position. Typically we respond in three ways:
- How we act – That is our behaviour.
- How we feel – How we respond emotionally to events.
There is a third component, at least as important as behaviour or feelings, that determines to a significant extent how we act and how we feel. It is also the first response to an event:
3. How we think – called Mental Toughness or Mindset. This describes our pattern of thoughts when faced with situations or responding to events.
The challenge here is that “how we think” is not visible. We can’t see what is happening in other people’s heads (and we often don’t understand what is happening in our own heads).
Initial research by Prof Peter Clough found that Mental Toughness consists of 4 elements. Subsequent research involving Doug Strycharczyk and Dr John Perry has identified that these consist of 8 independent factors. This is shown below:
More than 250 independent peer-reviewed research papers and studies in more than 80 countries consistently show a clear and close relationship between Mental Toughness and:
- Performance – achieving what it is important to achieve
- Wellbeing – dealing better with stressors and pressure
- Agility – approaching everything with a “can do” mindset and dealing with change
- Aspirations – a desire to improve and achieve contentment
Which is exactly what the 21st Century employer and employee is looking for.
Interestingly in 2023, the World Economic Forum survey identified the 10 most important skills for success and employability in the 21st Century:
The Mental Toughness concept is relevant to all in some way and directly to these skills:
- Creativity and Innovation. Studies show the correlation with MT is c 0.30 – which is significant.
- Leadership. Mental Toughness is a major factor in effective leadership
- Resilience. Mental Toughness consists of Resilience and Positivity. The latter creates Agility.
- Studies show the correlation between Curiosity and Mental Toughness is c 0.50 – which is extremely significant.
- Motivation. Mental Toughness describes the mindset which underpins intrinsic motivation.
- Self Awareness. Mental Toughness is a major contributor to true self-awareness. The concept enables an understanding of that invisible aspect of personality which influences behaviour, action and well-being.
- Studies show a close relationship between Mental Toughness and Emotional Literacy and Compassion.
Can we assess Mental Toughness?
We are able to assess Mental Toughness in terms of these components in individuals and groups through the MTQPlus – a unique high-quality psychometric measure. This enables users to assess Mental Toughness in people and in groups.
Can we develop Mental Toughness?
We can. We can either help someone change their mental toughness or we can show someone how to adopt the behaviours that a mentally tough person would adopt. Either way, many of the benefits of developing mental toughness can be achieved.
It does require a degree of self-awareness to know what should be developed and why. This is why the assessment is so important when dealing with an “invisible” trait such as mental toughness.
The world of work is changing quickly. It is perhaps vital that individuals and organisations respond positively. There is no other option. Luddism doesn’t work.
Skills, knowledge and behaviour will always be important. Working in the future requires a more holistic approach embracing the so-called “soft skills” of Mindset, Mental Toughness and Emotional Intelligence and weaving these into development activity.
The research and studies carried out by AQR International have produced a framework which is valuable for all those who are involved in developing high-performing and sustainable organisations.
Doug Strycharczyk is co-author with Dr John Perry Professor Peter Clough, of “Developing Mental Toughness” (3rd Ed. Kogan Page 2021), now available in 5 languages. He is the CEO of AQR International.
He is also co-author and editor of our new book – The Employability Code – This book addresses the complex issue of employability, from the perspective of both students and institutions. It seeks to provide a basis on which students and institutions can plan to develop this, providing practical insights and frameworks to support both.
For information about becoming a licensed user of the MTQ suite of measures contact: headoffice@aqrinternational.co.uk
The MTQPlus measure is now available in 19 languages, accessible to more than 2/3rds of the world’s population.
Completion of the AQR Licensed user training programme is recognised by EMCC and ICF for CPD purposes.
