Three Ways to Increase Organizational Resiliency
By Rand O’Leary
While individual resilience is important, especially in turbulent times, organizational resilience is also crucial. According to BSI, organizational resilience is “the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.” This goes far beyond risk management and is in fact a key trait in an organization that not only survives but thrives in times of crisis.
Given that we seldom work alone, it matters how our team collectively handles stressors, difficulties or disruptive events. A resilient organization can identify emerging threats, meet organizational objectives, and adapt operations as needed. While individual resilience is built independently, organizational resilience is something that is carefully constructed and cultivated by leadership. While that work isn’t always easy, it is worth it to build an organization that will stand the test of time.
In 2019, Bradley Kirkman, Adam C. Stoverink, Sal Mistry and Benson Rosen wrote in Harvard Business Review that resilient teams have four things in common. They believe they can effectively complete tasks together, they share a common mental model of teamwork, they are able to improvise, and they trust one another. Their trust finding really hits home because building a culture of trust is essential – in good times and in bad. I have found that when you have trust, things move much more efficiently. You have the ability to take the risk because your team feels comfortable and supported. Trust is key, and risk, innovation, growth, and expansion can only happen when you have a solid foundation to build upon.
In order to build trust at every level, especially during tumultuous times, I’ve realized that ongoing communication is paramount. Team members need to be kept apprised of what’s happening, what changes are being made, and why those changes matter. It’s important to explain context and rationale and make sure that you take time to listen. After all, communication is a two-way street.
To increase organizational resilience, it’s also a good idea to encourage innovation and creative problem solving, relying on your team members’ strengths. Taking a linear approach or relying on a conventional problem-solving during times of upheaval doesn’t work. Now is the time to think outside the box and make sure that a diverse range of opinions and approaches are shared. Kevin Eikenberry, a leadership expert and author, says that while you may see your team member’s strengths already, to build organizational resilience you need to, “Spend time consciously thinking about what they do well and in what situations they excel. Think about how often they use those strengths in their current roles. Think about how you might be able to further use those strengths in their work.”
It’s also important to lead in times of crisis. COVID-19, especially in the healthcare industry, has pushed many organizations to their limits. That’s where leadership comes in, to keep the organization’s mission at the forefront, to meet goals and demands, to own the narrative, and to lead response and organizational recovery.
With a steady approach, this crisis can become an opportunity to move forward rather than just return to the status quo, while also creating more value for the communities you serve. Deloitte reports that “a typical crisis plays out over three timeframes: respond, in which a company deals with the present situation and manages continuity; recover, during which a company learns and emerges stronger; and thrive, where the company prepares for and shapes the ‘next normal.’” It’s up to you to be in front of all three timeframes, and to guide your team forward through this crisis, while preparing them for any future adversity.