Written by Deborah Mazoudier, Founder & Director

Working on tenders is challenging. The tight deadlines, high expectations, and intense competition require resilience. No one ever taught me about resilience, and I never studied org psych or behavioural science, but I am a cancer survivor, I read a lot, and maybe all the wellbeing memes I see on Instagram have somehow manifested themselves in my psyche!

So, what are my thoughts on building and maintaining resilience while working on tenders?

This one is not a newbie. Psychologist Carol Dweck developed the concept of a growth mindset. It’s the idea that we can develop our abilities and intelligence through effort and learning. So, when I face setbacks like a rejected proposal or unexpected client demands, I try to see them as opportunities to grow rather than failures. This approach helps me reflect on what went wrong, figure out how to improve, and use those lessons for my next bid.

Martin Seligman’s research in positive psychology shows that a positive outlook can help manage stress better and improve performance. When we stay positive, we focus on solutions instead of problems. It’s easier to find a way forward when looking for answers rather than dwelling on issues. Celebrating small wins and recognising efforts also boosts morale and fosters a culture of optimism. We need to ring that bell during tenders not just when we win them!!!

In a team setting, social support is essential. I can see the cat meme so clearly! This means fostering a culture where everyone supports each other. Encouraging open communication so team members feel comfortable sharing their struggles and showing their vulnerability. Let’s just say that I will not be publishing any part of our Tender Plus team chat on LinkedIn any time soon! Regular team meetings and stand ups where everyone can voice their concerns and suggestions also strengthen this support system.

Clear and honest communication helps create a more cohesive and efficient team. It reduces uncertainty and misunderstanding. Consider if everyone on the team understands their roles and responsibilities? Are the lines of communication open for any questions or clarifications? Transparency helps align everyone’s efforts and reduces potential conflicts.

Those who can adapt to changing circumstances handle stress and uncertainty better. In the tendering process, requirements and deadlines can change unexpectedly. Are you prepared to pivot and find alternative solutions quickly? Having contingency plans in place or being open to new ideas and approaches can make a big difference.

Learning from failure is another critical aspect. Good ole Carol would tell us to see failure as valuable feedback rather than a reflection of our abilities. Building resilience requires a willingness to analyse what went wrong, think about what could have been done differently, and use this information to improve future efforts.

And then there is the utopia of time management and setting realistic goals. I can hear you all laughing. But they are practical strategies to manage the workload and reduce stress. Breaking down the tendering process into manageable tasks and setting achievable deadlines for each phase helps maintain a steady pace and prevents last-minute rushes which we all know are crazyily stressful. Prioritising tasks based on their importance and urgency, and delegating, when possible, ensures no one person is overwhelmed.