Building Resilient Teams Program
All Cultures | All Ages | All Genders
Diversity Of Thought
Resilience – Managing Teams and Organisations
We are living in a highly unpredictable world and our work environments are undergoing unprecedented disruption resulting in long lasting change. Now, more than ever, you need to be sure your team can manage the stresses associated with this kind of relentless upheaval. In other words, far beyond their own individual resilience, your team members need to support each other and lift each other up in difficult situations.
- Define resilience and resilient teams.
- Explain the leader’s role in building team resilience.
- Identify the characteristics of resilient teams and their related behaviours.
- Determine the difference between good stress and bad stress and apply control mechanisms to effectively manage your stress levels.
- Determine the best strategies to create an environment that fosters team resilience.
- Work with your team to build a resilience plan to increase productivity and morale.
Building Resilient Teams will give you the tools, techniques and group resilience theory you need to begin to create highly resilient teams. You will gain the knowledge you need to build team resilience in uncertain times and unpredictable environments.
What is Resielience and what is Team Resilience?
Understand how resilience is defined and what resilient behaviour looks like. You will also learn to define the similarities and the key differences between organisation, team and individual resilience.
The basic rules of Resilience
In order to build resilient teams, you need to understand the fundamental rules of resilience. Any highly resilient team should be familiar with these rules and know how they should be applied in stressful situations.
The Characteristics of a Resilient Team
Many studies have identified that highly resilient teams tend to display similar characteristics and behaviours. You will learn how to identify whether your team is displaying these characteristics or whether their behaviour indicates much lower levels of resilience.
The Circle of Resilience
Dr Stephen Covey identified we tend to devote approximately 80% of our time and energy to the 20% of things over which we have no control. This is a highly inefficient way to live and it tends to reduce our resilience levels. Learn how to separate the things over which you have either full or partial control and those things over which you have no control. Once you understand this, you can help your team to do the same.
Managing Stress and Change
Learn how to identify the causes of stress within your team and how you can help them develop tools, techniques and strategies for managing that stress.
Creating a Resilient Environment
You are not solely responsible for building resilience in your team. Each of your team members shares a measure of that responsibility. But as a leader you have a responsibility to create the kind or work environment that allows your team to build the resilience they need.
Builing a Resilient Team and Organisation
You will begin to build a plan for creating the right environment and establishing the guiding principles for building team resilience. This will be an ongoing, living document that will help you establish the right culture for your team and continuously evolve and develop further skills mechanisms for stress resilience.
Team resilience is the capacity of a group of people to respond to change and disruption in a flexible and innovative manner. In the face of adversity, resilient teams maintain their work productivity while minimizing the emotional toll on their members.
A collection of people with high individual resilience does not automatically result in a resilient team. For example, I worked with a U.S. Consulate that had resilient staff who performed well as individuals when they experienced a traumatic incident. They also recovered quickly after the event. However, they struggled to respond during the crisis because they did not work effectively as a team.
Teams need to regularly foster the following 7Cs of Team Resilience in order to ensure they are capable as a team and ready for the unexpected:
The team has shared values, identity, history, and purpose that bind them together. Teams share stories that help describe their history and identity. Team members can answer the question “who are we together?”
Team members have the capacity and skills they need to meet demands, particularly during times of crisis and high stress. They have the knowledge and abilities they need to be successful. Team members share their competence with each other.
Team members know each other and have formed strong relationships. Teammates are treated as individuals not as positions or titles.
Team members are dedicated to each other and to a shared mission. They demonstrate respect and loyalty to colleagues and will give something of value (time, money, effort) to support others. They will keep their promises and protect teammates from harm even when it is hard to do so.
All team members feel well-informed about what is going on in the workplace. Colleagues willingly share information and encourage questioning, critical thinking, and dialogue. Teammates welcome differing views.
The team is synchronized across the organization and its goals are well-aligned with other organizational goals. Teammates work through conflict to ensure they are working in sync with each other.
Team members support their colleagues’ personal needs as well as professional goals. They express gratitude and appreciation to each other.