At CCL, we consider organizational resilience to be the dynamic capacity of the people within an organization<\/b> to:<\/b><\/p>\n In leading your organization to becoming more resilient, embed these 3 iterative steps as standard operating practice:<\/p>\n These process steps are made more effective when carried out along with the following 6 key capabilities:<\/p>\n When leaders strengthen resilience in these areas, the organization emerges stronger, more resourceful, and capable of meeting current and future challenges. This collective organizational resilience also strengthens individual resilience, signaling to each member of the organization the importance of incorporating practices that keep them engaged and motivated, and capable of giving their all to what they do \u2014 at work and beyond.<\/p>\n At CCL, we\u2019re exploring the science and best practices of building organizational resilience through collective leadership. Below are suggested practices from some of our findings:<\/p>\n Identify areas of strength to leverage in order to develop areas of weakness. The standard SWOT exercise can be amplified through a robust discussion answering the following questions:<\/p>\n Here are some example questions to use for group discussion:<\/p>\n Or, use our complimentary interactive tool to assess DAC levels<\/a>.<\/p>\n Empower agile teams to focus on identified opportunities via \u201csprints,\u201d or time-boxed periods of focused work. Unleashing the creativity of individuals and charging them with the task of generating new solutions to business challenges creates a culture of innovation<\/a>, as well as enhances social connections.<\/p>\n A great way to get started is to engage cross-organizational teams in \u201cEmpathy Mapping,\u201d a means to refresh an understanding of stakeholders\u2019 explicit and implicit needs. Questions should be designed to be holistic in nature and challenge the team to adjust their perceptions about their stakeholders\u2019 reality, and can be used for generating ideas to solve problems for customers, clients, internal partners, general employee population, etc.<\/p>\n A bonus to the process: by reframing problems from the stakeholders\u2019 point of view, the team is collectively building awareness, which contributes to emotional intelligence.<\/p>\n Institute \u201cpauses\u201d to explore the impact of decisions and actions, seek feedback on what is working and isn\u2019t, and develop the insights into actions that ensure the learning is being carried forward. In short \u2014 create a culture of learning<\/a>. Below is an example of a quick reflection activity to try with a team:<\/p>\n\n
3 Steps to Building a Resilient Organization<\/h2>\n
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\nIn the face of unrelenting disruption, effective leadership is what\u2019s needed most. Download our new Talent Development report<\/a> to learn how investing in talent development today will position your organization to be resilient tomorrow.<\/p>\n6 Key Capabilities of the Resilient Organization<\/h2>\n
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4 Best Practices From Our Research on Building Resilient Organizations<\/h2>\n
Best Practice #1: Take Stock of the Current State<\/h3>\n
Regularly engage your leadership team in collective sensemaking<\/a> through taking stock of both threats and opportunities (sometimes 2 sides of the same situation).<\/h4>\n
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Best Practice #2: Promote Direction, Alignment, and Commitment<\/h3>\n
Periodically consider the outcomes of leadership, Direction, Alignment, and Commitment<\/a> (DAC), to net greater purpose and meaning, as well as contribute to a learning orientation.<\/h4>\n
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Best Practice #3. Empower Decision-Making<\/h3>\n
Strategically push problem-solving and decision-making down to the lowest possible level.<\/h4>\n
Best Practice #4: Reinforce Reflection<\/h3>\n
Begin or increase efforts to routinely conduct reflection and learning exercises at critical milestones.<\/h4>\n