I remember when I first came across the term resilience as a means to prepare individuals for getting through hard times. I found it useful, and still see the benefits in having this trait. That said, I think resiliency is starting to take more of an extreme form that might be detrimental to our individual psyche and that of the team.
Resilience acts as shield or spear that enables us to deal with challenges as they come our way. But resilience is not only useful to guard or protect us from adversity. Resilience helps us find opportunities where we might not have without it, and growth on the other side of adversity.
Resilience enables forward motion and the ability to pivot when necessary to stay in motion. It gives us the power to create and tap into the universal forces the brings about positive change in our lives.
It keeps us from getting stuck. And best of all, resilience is within our reach. We need to know where to look, who to go to, and what to do to build it. But it takes time to build, and commitment to keep working on it, not just when the times are bad, but when things are going our way. It’s not something we get once, and we have it for good.
However, resiliency doesn’t mean that we shouldn’t ask for help during hard times. Resiliency doesn’t mean that we can’t’ be vulnerable and open about our problems, concerns, and challenges at home or at work. When our personal domain needs attention, and don’t address it, it can and will eventually have a spillover affect at work. Conversely, adversity at work can be brought home, causing stress in our relationships.
Leadership
Resilience is as much an individual responsibility to build, as it is organizations’ need to provide the environment where resilience thrives. Leaders may inadvertently abdicate the responsibility they have in building a resilient teams and providing supportive environment. When leaders make resiliency only an individual responsibility and stigmatize vulnerable moments as weakness, it may isolate our teammates and create the opposite effect.
Resilience doesn’t mean the absence of negative feelings during tough times. Feeling of frustration, worry and anxiety are normal human experiences. Alienating or stigmatizing them can prevent our teammates from asking for help when they need it the most.
Leadership’s support doesn’t necessarily mean we are coddling employees or contributing to any sort of weakness. It simply means that we understand humanity, and this kind of support contributes to long-term resiliency of the team.
Leaders’ personal and professional support, through building trust, awareness, openness, communication, and enabling of resources can help build resilience in their teams in a powerful way. This will help individuals and teams navigate adversity while minimizing the overall impact on the business.
Resiliency is as much an individual’s responsibility, as it is leadership’s responsibility. Both must develop behaviors that foster resilient mindsets, relationships, and environments. When done together one will realize that growth is possible, especially during the tougher times.
What else can you do to build resilient behaviors?
What resources are within your reach to build resilient teams?