Come aumentare resilienza e intelligenza emotiva per il benessere e l’efficacia?

Periods of relative stability have always been followed by seemingly darker ones. While difficult and painful, such moments are also extremely fertile as they provide for the much needed transformations to avoid both a slow death from stiffening, on one hand, as well as the disintegration into chaos, on the other.
Each evolutionary transformation, functional to survival, happens along such a strenuous border, provided that we know how to increase resilience and emotional intelligence.

How to understand if there is a lack of resilience and emotional intelligence

Today we experience a shortening of such transformation cycles, to the point that we are left breathless in face of a constantly demanding and challenging environment. As a result, we are deprived of the – much needed- time for consolidation, rest, regeneration, we used to rely on.
This, in all social contexts, entails:

  • Disorientation, worry, loss of clarity of thought, disintegration
  • Investing huge amounts of energy in analyzing, controlling, protecting, fixing and stabilizing, often without acceptable returns
  • Collapses (of nerves, predictions, plans, results) and decision and action paralysis due to the perception of not having enough information, time, resources and skills to understand what did not work, what could work instead and how to pursue it without running incalculable risks

Organizational costs are very high, although difficult to quantify, and they are paid by increased employee turnover and loss of know-how, absenteeism, low motivation and responsibility, difficulties in communication and poor managerial performance.

Increasing well-being and effectiveness through resilience

Our environment challenges us with ongoing discontinuities that require transformation rather than evolution.
On the other hand, when faced with such reality we:

  • have many more resources than we used to, but also a lot more to lose and take care of;
  • are accustomed to many efforts but we have become almost completely unaccustomed to others;
  • are fueled and energized by desire but, at the same time, feel anxious and frustrated as we often find ourselves incapable of distinguishing it from need;
  • have acquired models useful to orient and support ourselves, but we are, at the same time, limited in our ability to explore, be vigilant and attentive, wonder, give up, and reorient.

Increasing resilience and emotional intelligence involves the ability to face these difficulties without avoiding them, and at the same time, to get in touch and activate the personal and team resources that allow the implementation of new pracrices.

Self-empowerment: a turning point

When our ability to feel well and act affectively is impacted by both cognitive and rational as well as emotional and biological elements, related to the here and now but also connected to our personal and evolutionary history, it is possible and useful to act simultaneously on:

  • providing useful instruments for understanding and awareness
  • training people to use them
  • support others in practicing the discovery and use of all the available resources and energies while helping them facing blocks and constraints and imagining alternative scenarios and the opening of new possibilities
  • enabling others to try an agile test & learning and self-tuning approach out

According to this view, self-development and self-empowerment are strengthened by training, practice and experimentation, also thanks to a wide array of instruments, refined over the years, aimed at enhancing personal confidence and curiosity / the desire to walk new ways.

Increasing resilience and emotional intelligence: micro and macro

In order to support the ability to be consistent, energetic, lucid, agile and generative, a development project needs to ideally work on several levels:

  • the training of individuals, at all levels
  • the support to the construction of useful combinations (both within and between teams) in order to generate virtuous circles
  • the training to enter, use, and feed such circles

In this sense, resilience is both an individual as well as a social dimension: a group that’s capable of supporting one another (not in a race to the bottom but rather in a constant attempt to raise up the standards) will provide individual resilience even in case of difficulties or momentary lack of energies.


It collects the common thread of our thoughts and experiences. It also gives a narrative voice to the instruments we offer and the meetings we hold in the companies we work with.

Gli affetti alle radici di empatia e intelligenza emotiva

Inside Out, at the roots of Empathy

Autosviluppo e super-eroi

The obsession (and alibi) with having to be a superhero

Ironia e auto-aiuto: come disintossicarsi da se stessi

Realize your worst nightmare

Strumenti, concetti ed esercizi per iniziare a sperimentare e per approfondire i concetti cardine del self-empowerment applicato allo sviluppo di integrazione e cooperazione.

Torreluna Empowerment Alphabet Yes

Y as in Yes

Staying in yes, embracing thoughts, actions or values distant from oneself and opening up new paths

E as in Emotionality

Indicator that helps us distinguish, in midst of struggle, the positive aspect that makes us grow

T as in Team

Mutual Exchange Pact, provocation and support that team members have among themselves

H as in Hopefulness

Being capable of hope and being open to new possibilities, especially when faced with critical and unknown scenarios

Applied in challenging situations to experience the implementation of our action first-hand.

Middle Manager: dalla valutazione allo sviluppo

Middle Manager:
company with historic management, needs a change of gear in internal processes

35 second-line managers face an evaluation and development path to improve the ability to lead their teams with greater sensitivity, authenticity and impact.

Go to the project
torreluna empowerment organizzativo

Organizational Empowerment:
a division in strong development needs an empowerment path for all managerial lines

A division in the areas of products, technologies and business in the rapidly growing automotive market needs its managerial lines to lead growth through the development of all the people in the organization.

Go to the project

I’D PREFER NOT TO KNOW, the podcast of Federico Vagni

Stressed out and vital

The commitment and engagement we are constantly urged to have requires energy to be invested in several directions. A good management of our energy resources is at the basis of well-being. In this view, the understanding of both the cognitive, physical as well as emotional and psychological aspects that impact on our energy resources is key. These latter aspects are connected to a good mobilization of desire, gratification, and the fluidity and mastery that create and direct our energy. We are speaking of the concept of flow and how to favor flow states.

When pain makes us grow

Among the models we acquire growing up and use to orient and sustain ourselves, there is a certain attitude to distance ourselves from emotional peaks, to “feel” with less intensity (but not feeling any pain also means not feeling any pleasure!). The advantages of taking such a stance are a certain balance and a certain protection, however the risk is an anesthesia that hinders passions and spontaneity, and, therefore, authenticity. Painful experiences have the potential to recreate that contact, to foster “resilient” and not just “resistant” processes.

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