Making Resilient Companies by Making Resilient Employees

“Lighthouses don’t go running all over an island looking for boats to save; they just stand there shining.” — Anne Lamott

As a business leader, it seems like every year presents a new set of challenges. In even the most stable of economic environments, new budgets and higher expectations demand a constant reevaluation of your organization and your approach. New targets are set, new plans are developed, and new initiatives are enacted.

In 2020, though, in the middle of a global pandemic, national uprisings, and an impending election that promises to be one of the most divisive and contentious yet, the success or failure of your organization may have little to do with your targets and initiatives. Any plans you made in Q4 2019 were probably scrapped by the end of Q1 2020. This year, more than ever, the success of your organization will depend on your ability to be flexible, to change course, to embrace uncertainty and insecurity.

This year, the success of your organization will depend on your resilience.

Resilience can be defined as the capacity to recover quickly from difficulties, while some medical professionals define it as the process of adapting well in the face of adversity, trauma, tragedy, threats, or significant sources of stress. I like the simple equation:

Resilience = Toughness + Flexibility

Resilient companies do not necessarily have better plans. Instead, what makes them different is the ability of their teams to see changes coming and adjust course more quickly than their competitors. A good plan is important, but the effectiveness of your teams to meet and adapt to changing conditions is the most important factor in the success of your organization.

Building Resilient Companies By Building Resilient Employees

If you want to create a more resilient organization, you must invest the time and energy to foster a culture that promotes toughness and flexibility. Your actions must show your employees how they can not only rebound from adversity, but also thrive in the face of challenges. Teaching resilience is tough, but there are several things you can do as a leader to nurture resilience in your organization:

Focus on Purpose — Adjusting on the fly is easier when everyone knows where they are going. Instead of focusing on the what and how of your challenges, focus on the why. Set the vision for your employees and let them know why their work is important.

Empower Your Team — Your team members are more engaged and more effective when they know they control their destiny. Encourage them to tell you how they will steer their team through the current obstacles.

Encourage Detours — When your teams know they can suggest alternative routes to success they will offer more thoughtful and creative solutions. When you let them know you value their input they will be more conscious of their own contributions and they will actively look for solutions.

Be Optimistically Realistic — Your teams want to know that things are going to be okay, but they also know when you’re trying to sugarcoat something. Tell them the truth about the challenges ahead and show that you have faith in their ability to succeed.

Lead By Example — Even though you have empowered and encouraged your teams to take control, they still take their lead from you. Make sure you are modeling steadiness and personal resilience, and your teams will follow. As Anne Lamott suggests in the quote above, be a lighthouse and allow your employees to safely navigate their way.