By Originally published on www.resiliencei.com and reproduced with permission.
Resilience in the workplace is a leading issue for boards, CEOs, and the People and Culture leadership.
The workplace drivers for resilience are clear:
- People and teams in flow multiply productivity
- Mental skills – specifically situation agility – are essential
- Productivity requires emotional maturity and collaboration
- People need support in wellbeing and lifestyle disciplines
- Change and complexity require bounce and mental fitness
- Solving digital overload and distraction are essential
- Solutions for increasing anxiety and depression are urgent
- Mental health is a lead safety concern
With over 20 years’ experience, our team has delivered resilience training and solutions to businesses, government, schools, competitive sports and entrepreneurs.
Here are 30 ways we have identified to build workplace resilience:
1. Start with the CEO and board.
Resilience is a strategic issue for all workplaces. There are critical risks if your people’s resilience fails and significant advantages to all aspects of human productivity when resilience is secured. When the CEO and board support and lead the initiative, employees are more confident in the approach.
2. Define resilience clearly.
Resilience is a learned ability, through practical skills, that enables our capacity to bounce in adversity, grow our master skills, connect with others and find flow in work. Having a common definition of resilience enables individuals and teams to build insight and activate the right response when required.
3. Frame resilience in the positive.
With the right skills adversity and challenge become a force for engagement, collaboration, innovation and organisational strength. Resilience is more than just bouncing back from challenges – it is a web of competencies that enable us to lead a safe, well and effective life.
4. Use resilience as a framework.
Integrate, align and simplify your people initiatives including safety, mental health, well-being, mindfulness, emotional intelligence, leadership and high performing teams. Fragmented programmes can cause confusion and apathy when teams are already feeling the pressure. Using a common framework builds consistency and reliability.
5. Socialise the idea.
Involve your people in dialogue around the concept of resilience and the benefits.
6. Create enthusiasm for action.
Invite speakers and encourage people to share stories and favourite examples of resilience in action.
7. Offer all staff a Resilience Diagnostic.
A confidential, voluntary and secure assessment is essential. Ensure that each participant receives an actionable and educational report.
8. Examine the company aggregate report.
While protecting individuals, the data can be aggregated to show where your risks and strengths lie. This will guide your solution.
9. Engage the team in an effective debrief.
It is essential that each participant has the opportunity to understand what the report means and how they can use it as a platform to drive their resilience building plan.
10. Plan targeted workshops.
From your company report define the key points of focus and engage the right team to train and support your teams.
11. Make digital training and support available.
Workshops, videos, practice tips, self-assessments and a simple research resource can be on every device.
12. Encourage people to share with family.
Resilience is always closely intertwined with resilience at home. Let your people share resources with family.
13. Invite family to a workshop.
This can be a great way to build community and make a real contribution to the families that support your people.
14. Train leaders to support resilience.
Leaders must understand the concepts, learn to walk-the-talk in their own behaviours and explicitly coach for resilience.
15. Leaders must understand how resilience fails.
Be sure to train your leaders and managers to recognise the signs of resilience failure and make sure they understand the basics of attention disorders, autism, anxiety and depression.
16. Be sure your EAP is engaged.
Let your EAP provider know what you are doing and make sure your people know that support is available.
17. Don’t rely on a workshop to solve resilience.
Resilience can only grow when people are encouraged to practice the skills. Have regular training and learning labs.
18. Integrate resilience into team behaviours.
Expect team managers to understand how bounce, tactical calm, personal mastery, empathy, focus and flow support a team’s work.
19. Create and maintain rhythm.
People are not computers. We work best in short bursts of intense activity with brief effective breaks. Make sure the office supports regular breaks and disciplined bursts of activity.
20. Provide goal setting and tracking.
Modern apps and wearables allow people to set goals and track progress. This can be a powerful force for constructive change.
21. Remove junk food and sugar drinks.
Provide healthy options.
22. Organise fresh fruit bowls for each office.
Not expensive and powerfully symbolic.
23. Bring natural light into the office.
Natural light, plants, greenery and views lift productivity.
24. Encourage walk and talk meetings.
This supports rhythm, movement and and a deeper form of communication.
25. Send out weekly tips on practical actions.
Make the practice tips bright fun and visible in public places.
26. Encourage social activities around resilience.
Make it fun, social and sometimes competitive.
27. Campaign for resilience over at least three years.
Repetition and mastery matter.
28. Reward people and teams that achieve.
Look out for those who demonstrate success and celebrate their story.
29. Keep your leaders visible and active.
When your people see leaders paying attention to and working on their own practices you gain momentum.
30. Repeat the Diagnostic.
We recommend that the diagnostic can be done twice yearly. Learn what is working and keep improving your strategic resilience.
www.resiliencei.com and reproduced with permission.Originally published on
How to create a good and productive life
Professionals face the sharp edge of acceleration – productivity, technology and connection with meaningful work. At the same time, they seek Eudaimonia (a good life). The pace has become overwhelming. How does one solve this paradox?
After 28 years working for Professional firms, here are some perspectives and solutions.
1. You are the elite operators of business
The 21st century professional is an elite business expert. Stacked with skills, driven by relentless targets and thrust into truly risky engagements, professional life has become tough. You can no longer rely on genes and intellect. You must master your biology (body, emotion and mind) and continually refine your skill to expert levels and beyond.
This takes training, coaching, courage and relentless discipline. You must professionalise your life, your family and your practice. There is no way back. Think. Act. Improve.
2. To accelerate you have to impose discipline and rhythm
As all elite performers discover, there is a required routine of life mastery. The key factors of high level fitness, daily contemplation, excellent sleep and smart nutrition must be built into your day. By the way, you have to stop the dumb stuff. For practical suggestions:
- Master your day like a Resilient Professional.
- Develop your rhythm – presence, flow, rest and Eudaimonia. You have to cycle through these phases on a daily basis
3. Learn from the elite operators of our time
Admiral Bill McRaven, Navy Seal and commander for 30 years has an inspirational speech at the University of Texas Commencement address. It’s worth a brief watch. Make your Bed is his book. Get curious about how people like Roger Federer keep going.
If you want to build this into your operating practice, your team and your leadership read Extreme Ownership by Jocko Willink and Leif Babin. The leadership lessons are very powerful and the applications to professional engagements transformative.
4. Reflect on singularity. The answer is innovation
As cities and organisations accelerate and grow in a super-linear (exponential) way, we are reaching finite time singularity. In a nutshell, that means things are going so fast, the only way to avoid collapse is innovation. The cycles of innovation are compressing. This is the pain you feel. It is a sense that the improvements you make are absorbed in a flash. To explore this idea and the consequences for sustainability read Scale by Geoffrey West.
On one hand, professional firms have become their own worst enemies. On the other, it is the place to be for meaningful work, excellence and a fulfilling career. You are the elite. The science and practice are well worked out. Show bounce, courage, connection and creativity.
The professional’s pain is the crucible of success.
By Originally published on www.resiliencei.com and reproduced with permission.
6 Principles for team performance
The America’s Cup puts talent, technology, fitness and team flow in the spotlight. This is complex team performance. Perhaps, we might apply these lessons in the workplace.
At speeds over 70km per hour, surfing razor-like margins on space-age technology, the challenge to each team is intense. Mastering the new generation boats is a testing learning curve. Teams now complete races 100% on their foils. No doubt these teams are matching the challenge with masterful skills. By definition they are operating deep in the flow zone.
Error, whether random gusts or tiny misjudgement, is catastrophic. Watch Emirates Team NZ pitch at the start or Nathan Outteridge skidding into the drink. Success demands that the team, coordinate to match their skills moment by moment as the challenges present.
It is exhilarating to watch. These teams are adding to what we already know about high performing teams. Here are some lessons in team flow we might reflect upon.
1. Creative ferocity
The boats press the edge of technology. Multidisciplinary teams collaborate from around the world innovate, test and deliver. It does not stop there. Team NZ had to reconstruct a functional rig overnight after destroying two in one day. Imagine what Oracle must have done to go from 8:1 down to win the 2013 Cup?
2. Deliberate practice
Sailing these boats is super difficult. Notice how the sailing has improved – even in the two weeks of racing. Thousands of hours have gone into learning how to master hundreds of specific manoeuvres in every possible condition.
3. Relentless optimism
Someone must lose and there will always be setbacks. Notice how consistently calm, measured and upbeat the teams remain. During the catastrophic pitch of Team NZ, Burling was calmly taking care of the crew’s safety. How did Spithill maintain his confidence at 8:1 down in 2013?
The physical excellence of these teams is stunning. Fitness, nutrition, agility, rested and focused effort come together. The creative application of cycling to the grinding out of hydraulic pressure is a new innovation being assessed. Training disciplines are well locked down with expert support.
5. Team communication
Commentators noted the relative quiet of Team NZ against Artemis. While Artemis chatters and commands continuously, Team NZ says almost nothing – appearing to operate on intuition. Either way we see the Google and MIT conclusions of short burst dialogue. What I notice is intuitive synchronised movement.
6. Goal commitment
Put all of this together over a four year campaign. Engineering, strategy, tactics, teamwork and a massive investment of capital and time. The degree of commitment to an extended team performance is deep and relentless. And they keep coming back for more!
Good luck Emirates Team New Zealand. Bring on the team flow.
Some work from our fantastic European team, with AXA.
La résilience est la capacité, individuelle ou collective, de rebondir face à l’adversité. Elle est aussi essentielle dans les entreprises.
La résilience, voilà bien un concept à multiples facettes impliquant des facteurs physiques, émotionnels, cognitifs et spirituels. “C’est un ensemble de compétences qui permettent de cultiver l’énergie, gérer le stress, être connecté positivement à soi-même et aux autres, trouver du sens,…”, explique Alexia Michiels, associée du Resilience Institute Europe.
Présent aussi en Belgique, cet institut propose, via un outil en ligne, de réaliser pour un individu ou une équipe un rapport sur la résilience, basé sur une série de questions liées à la santé, la façon de réagir, ses angoisses, son empathie, sa concentration, son alignement des valeurs,… Celui-ci présente notamment un ratio de résilience qui montre le rapport entre les forces (les actifs qui sont : “esprit en mouvement” “entraîner son mental”, “engager ses émotions”, “stimuler sa vitalité” et “maîtriser son stress”) et les défis (les passifs : “confusion”, “désengagement”, “retrait”, “vulnérabilité”, “détresse” et “dépression”).