How do you build a resilient culture at work?

Vision should be backed up by action. Teams resent a leader that says, "This is how things should be," but then never walks the talk.

Resilience is 7 times falling down and 8 times standing up according to a Japanese saying. A culture is resilient when it allows people to be vulnerable, to make mistakes, to fall down, learn from it and stand up again. Embrace story telling to lead by example on building a resilient culture.

One thing I have found helpful is building a culture of failing forward. Understanding that perfection is unattainable and a futile exercise but being able to bounce back from failure/setbacks is not only a skill set but a character trait worth building. The team works together towards a common goal supporting each other by highlighting each other's strengths and bettering others' shortcomings (weaknesses)

This is about work, right? You should demonstrate your commitment to the vision through your communication. Let this be a your reminder that communication is key to showing commitment in any setting. When you communicate with your colleagues, clients, and other stakeholders, you are showing them that you are invested in your work and that you are taking your responsibilities seriously. Be clear, be on time, be accurate, be open, and be positive when talking to your team. Showing commitment to the mission through communication is more than just saying the right things. It's about listening, following through, and being accountable for your actions. No more lip service.

Business leaders need to be wanting to support a culture of resilience. If there is no leadership support or modeling the behaviors, that would be hard for the people to have a sense of safety to slow down and take care of their challenges outside of work. These days many companies glorify a "fast-pace environment". That's important to design resilience in the performance culture to ensure there is no penalty when people are slowing down, taking time off to take care of challenging life situations.

Respect everyone on your team. Prejudice and lack of acknowledgement are productivity killers. Be flexible. Bear in mind that your life does not always run smoothly either. Engage everyone in the creative effort to fulfil the mission.

Team work makes the dream work. When your team members feel like they are heard and understood, they are more likely to be engaged and productive. They get more done. Here are my top tips for pumping your crew up. Create a culture of trust and respect. When team members feel like they can trust each other and their leaders, they are more likely to be open to feedback and collaboration. They need to know that they will be treated fairly and consistently, regardless of their position or background. This means setting clear expectations and holding everyone accountable to the same standards. Seniority is not the priority. Be the role model.

Empowerment begins by raising the BAR Belonging In today's complex and volatile workplace, ensuring every leader is seen, heard and valued is vital. Achievement The achievement component within the BAR framework emphasizes the significance of recognizing, celebrating, and championing both large and minor accomplishments. Acknowledging achievements not only commemorates success but also plays a critical role in the overall health, motivation, and progression of the organization. Relationships Strong relationships form the backbone of any successful team. Building, nurturing, and maintaining healthy professional relationships, and ensuring smooth collaboration and mutual respect is a must for exceptional growth.

Assign stretch assignments where possible; good leadership is about understanding the comfort zone of each and every member of your team. Stretch opportunities should feature just outside of this zone, the so called ‘learning zone’. This isn’t about handing over all of your responsibilities, rather giving your team exposure to aspects of working life beyond their role. This plays into succession planning, employee engagement, and career development-how will your people know how they’d like to grow if they never experience anything other than their day job? Building individual, and team capability in this way not only creates organizational resilience, it also ensures you maintain your hard won gains in productivity. Win win!

Empowering your team starts with the leaders being mindful listeners. This paves the way for people to be more open, honest and vulnerable with their leadership team. Once this happens, people automatically feel empowered.

Fostering psychological safety (the belief that people can speak up, disagree, make mistakes, etc. without fear of negative consequences) is an important part of both collaboration and resilience. If you do not have psychological safety within your team, concerns and ideas won't be voiced, and this will stifle collaborative efforts. Resilience as a team includes being able to work through conflict and still move forward together toward a shared goal, and supervisors need to set the processes and expectations around this.

Collaboration should be an outcome of the way one leads. Leadership is two thing: Managing Resources and Developing People. Through these a leader effectively delegates by providing: expectations, boundaries, resources and follow up. In this collaboration should be a part of resourcing. As when one assigns the task one wants to ensure their team understands where they are in the chain for deliverables and teams or individuals before them or after them may have resources (information or skills) critical to not only accomplishing the tasks but delivering it in such a way that sets the next team or customer up for success.

Collaboration always helps building a strong resilient team . Before collaboration one thing is important that is building a mindset to collaborate. Most people shoe resistance to collaboration because of a scarcity and an insecure mindset . Once a leader works on this aspect definitely there will be a shift and then can foster a healthy relationship Intelligence among teams

Engagement feedback about collaboration often shows up as stronger within the team but less so when reaching across teams or functions. When leaders connect with one another cross-functionally to align goals and identify collaboration points, they can pave the way for their members to reach out with readiness and clear expectations for all parties. And when team members have a heads-up that someone will be reaching out and confirmation of their leader's support for the collaboration to occur, silos reduce for people to connect more easily.

The "right" collaboration could aid building the resilient culture. Two things that may help collaboration be effective and successful 1. Entering collaboration with an objective will yield results instead of collaborating for the sake of it. Real collaboration happens when a. there's a common goal established b. there's clarity about the role of each partner and on how/ what each partner gains out of the collaboration 2. Rewarding and appreciating collaboration over individual excellence. If there's no incentive for working together, everyone will hesitate from sharing information or being authentic.

Cultivar o dito Mindset de Crescimento na sua equipe, que segundo Carol Dweck, se baseia na crença de que você á capaz de cultivar suas competências e habilidades por meio de seus próprios esforços. Lógico que as pessoas têm dons natos, mas que é possível desenvolver qualidades com tenacidade e resiliência. Trate sempre os erros como oportunidades de crescimento. O que podemos fazer diferente na próxima vez?

Growth should be organic to the way one leads. In developing others, one is consistently looking to re-enforce the core strengths, and systematically add extension of other skills onto it. The goal being that staff can go from administrative, to task and then reporting. Call it the complete life cycle of operations. Each segment has its own skills to be developed and so in developing ones people growth is simply an organic outcome. If it is not happening then one is not leading and needs to change their management technique.

Always emphasize possibility. Even setbacks are opportunities to learn and grow. Acknowledge wins, especially unique contributions from specific team members. When things go sideways, model accountability, first and foremost. Even if you didn't make the mistake, demonstrating accountability to the team will go a long way.

Growth mindset and psychological safety can be complimentary ways to unleash growth and innovation. Modeling and creating a climate of learning, risk taking, and productive failure while supporting people to celebrate progress and view mistakes as learning opportunities.

Cultivating a growth mindset involves believing in your ability to learn and improve through effort and practice. Embrace challenges, persist in the face of setbacks, and see failures as opportunities for growth. Remember, your abilities can develop with dedication and a positive attitude towards learning.

Your example sets a powerful precedent, showing that setbacks are not failures but opportunities to learn and evolve. It's not just about surviving challenges; it's about thriving through them, embracing change, and moving forward with wisdom and strength. Your resilience as a leader becomes a beacon for your team, guiding them to rise above obstacles with grace and determination. Your leadership isn't defined by the absence of challenges but by the way you face them. Lead by example, and let your resilience be the inspiration!

Employees look for strong leadership, effective communication, and a keen awareness of the goals of the group. Leaders who provide a calm perspective on change can create a sense of meaning in the work that employees do every day. They build a shared sense of purpose that their teams can unite behind. Calm leaders are more likely to help their teams be resilient, and resilient employees see work as a source of both satisfaction and meaning in their lives.

Persevere, From a Corporate perspective, its mission, and the impact of its service or product into a community, country or the world, must be embbeded in the heart of its employees. If resilience is an object, it must be more than just the profits of a company, doesn't mean higher pay to the employees of a company, thus if it wants resilience it better do more for its employees than for the clients.

Part of resiliency is taking the time to assess then managing through an issue without escalating or worsening the issue due to an overreaction. With our team, I recently referenced my days as an EMT and how we triaged and managed patients. I related the problem to the question is it a threat to Life, Limb or Eyesight? If yes (critical) - it is causing systemic negative impact If no (on the less than critical spectrum) - it needs to be assessed and prioritized based on potential impact Using this or a similar type of scale (Five Alarm Fire or just smoke) allows you to manage your stress levels and energy expenditures when triaging each situation.

Resilience has a lot to do with the awareness of being able to do something for others. Being part of a larger whole, taking an interest in other people and their lives, caring about more than just one's own concerns. This communal awareness increases everyone's resilience. Your own resilience becomes stronger the more diverse your roles in society are. You are more than your job. You are also a friend, mother, father, companion, teacher, mentor, contributor, volunteer and role model ...

Be vulnerable! Let them see you are human, face challenges, and sometimes fail. Be transparent when/where appropriate and role mode that it's okay to sometimes feel overwhelmed or that sometimes you don't have all the answers. It's about authenticity!

1st and foremost we need to genuinely care about our people. All of them. We are each equal in stature but different in role, and respect for each other as people is the cornerstone for collaboration. As a leader it is my role to not only demonstrate what that looks like, but to also protect and foster a diverse and inclusive culture for the benefit of those on my team and for all in the company. Promotion of wellness for our associates will come naturally when true care is present. A culture of mutual respect builds trust, so when the vision for change is shared there is a markedly shorter path "to new beliefs" and in turn quicker supporting actions and results.

I would also add that it is important to create a culture of trust and respect. When employees feel like they can trust their leaders and colleagues, they are more likely to be open about their challenges and ask for help when they need it. This can help to build resilience by creating a sense of community and support. Finally, it is important to remember that resilience is not something that happens overnight. It takes time, effort, and commitment to create a resilient culture. However, the benefits are worth it. A resilient workplace is a more productive, innovative, and engaged workplace. It is also a more enjoyable place to work.

Leaders who want to keep the vision firmly in the minds of their employees will integrate it into every aspect of their communications. They stand up for it—literally in front of team members—every chance they get. It evolves into part of the organization’s everyday vernacular. Every accomplishment on the path to the vision, no matter how small, is a reason to celebrate. For many teams, seeing the ultimate dream become real happens over time and in incremental steps. And often we’re so busy moving on to the next challenge when we finish one project that we forget to stop and celebrate the accomplishment. Pausing to reflect and celebrate the small successes keeps people engaged as they feel real progress along the way.

To build a resilient culture, it is important to understand and explain the complexity and interconnectedness of the business. This requires leading with context. 1. Understand your own values, beliefs, and biases in order to comprehend how your communication affects those around you. 2. Context will help you establish the right direction and then explain the “why” so that everyone understands how their actions impact the world around them. 3. Context helps to adapt to change. When you grasp the bigger picture, it becomes easier to anticipate and respond to changes. 4. Context provides you with the confidence to set the direction even in uncertain times. While you may not have all the information, you can still make educated guesses.