By Sherif Attar
In a world of ever-changing ambiguity and uncertainty, executives have to face two challenges: excellent performance and people development. Where many managers think those endeavours are “competing”, this author believes they are “completing”. GET DOWN TO BUSINESS argues.
Adapted from Anne Phey
The term ‘resilience’ is now a corporate-wide concern. As the business world emerges from more than two years of unprecedented global upheaval, resilience and adaptability are now must-haves for leaders, teams and organisations to not only survive, but to thrive.
According to McKinsey & Co, adaptability is the one tool that all leaders can leverage to prepare for change – and ultimately make their company more agile. So how are resilience and adaptability related?
Resilience is the toughness within that helps recover from difficulties and overcome stressful situations. Adaptability is the ability to accept the situation, learn from the experience and apply that knowledge for positive outcomes.
In combination, it moves us from just enduring a challenge to thriving beyond it. We don’t just ‘bounce back’, we ‘bounce forward’.
How to Build Resilience Into Companies
Resilience and adaptability can positively influence mental and physical wellbeing, work satisfaction and team collaboration. If team members are positive, attrition will decrease. If they are engaged, high performance become the norm.
The following five ‘P’s are key takeaways:
1. Purpose
With massive changes to our lifestyles and work, many are contemplating different directions and new goals. Leaders have an opportunity to help their team rediscover and reignite.
When we find meaningful purpose, it helps employees to see what their role is. Motivational forces keep us focused.
Now is a good time to re-examine if your company’s vision and goals are still relevant and realistic. If necessary, new goals can be adjusted. If there is a large gap between the original goal and the current state of the business, you can set smaller goals to motivate the team to move forward gradually.
2. Perspective
The unknown scares most people. Rather than down playing the reality, it is better to be up front about what the actual threat is. Leaders should be open and honest with their teams about what real changes need to be made.
When a team is able to share different perspectives of a situation it can often help to identify any irrational thinking and adopt a more balanced view. This also gives an opportunity for self-discovery and a different appreciation of one’s strengths or past positive experiences.
3. Path
During the pandemic, some changes were forced upon leaders and their teams. It was a great time to review existing business strategies and models, retire the paths and seek out where risk and returns can become viable strategies. Leaders can encourage teams to be more agile in making decisions and be creative to reinvent processes. This is a chance to co-create with the team, learn quickly and build a more sustainable change towards a new future.
4. People
A Harvard Business Review study in 2020 of 150 leaders showed that connections helped leaders be more resilient when they encountered major life or professional challenges.
With social distancing and remote working arrangements, people have not just become physically distant, but socially distant as well. Social connections are crucial for wellbeing, as highlighted by the ‘The World Happiness Report’, and with social isolation, there has been a decline in happiness and life satisfaction.
When participants had a larger number of social connections on which they could rely for support, they had a better sense of autonomy, competence and wellbeing.
Leaders can create social support systems in-person or online with team members. Build up a social support group to provide a forum to share. Build connections through sports, volunteer work and personal get-togethers.
5. Professionals
Additionally, there are external professionals such as psychologists, coaches and business consultants who can provide advice and help. They offer an external neutral perspective that can be more effective.
Since the start of the pandemic, there has been a rise in companies adopting Employee Assistance Programmes to support employees with anxiety, depression, burnout and post-traumatic stress disorder.
A leader in present times is one who is authentic, taking time to build trust with their team through being honest about challenges. They are willing to let go of old ways to realign the vision, and are open with the team, investing in people and finding ways to solve challenges together.
For questions or suggestions, please send your comments.
Sherif Attar, an independent management consultant/trainer and organisation development authority, delivers seminars in the US, Europe, Middle East and the Far East.
