On Resilience: Equip Yourself, Your Team, Your Organization

We have defined resilience as the process by which an organization, team or individual maintains organizational or mental health while achieving positive growth through change, disruption and adversity.

Resilience is mandatory process for a person, team or company that desires to last over the long haul.

The first step in Resilience 6E process is to Expect Change, Disruption or Adversity.

The second step is to Equip Yourself, Your Team or Your Organization.

You have come to expect change and adversity in life and business. Yet, expectation is not enough to experience true resilience. Once you come to expect change, disruption or adversity, you must be constantly working to prepare for it.

How do individuals teams and organizations equip for change, disruption or adversity?

5 Steps to Equip for Change, Disruption or Adversity

  1. Keep a watch on the health of the person, team or organization.
  2. Understand all potential threats and disruptions.
  3. Examine previously approaches to change, disruption or adversity. What you do the same? What would you do different?
  4. Have a prevention plan in place for those threats and disruptions you can avoid.
  5. Have a process in place for how you will deal with each threat and disruption should they arrive.

This is what we call risk management. Understanding what could happen and having a process in place for if it does.

This is preparation.

On Resilience: Expect Change, Disruption and Adversity

We have defined resilience as the process by which an organization, team or individual maintains organizational or mental health while achieving positive growth through change, disruption and adversity.

Resilience is not simply a verb or a noun. It is both. Resilience is something you become based on the actions you do. Any person, team or organization can be resilient as they work through, what we call, the Resilience 6E process.

The first step in the Resilience 6E process is to Expect Change, Disruption or Adversity.

The truly resilient person, team or organizations experiences resilience before the change, disruption or adversity hits. They understand that – because the world and the global economy – are always in a state of flux, change, disruption and adversity are a natural part of life. They do not run from it. They do not hide. They do not cower in fear.

They are always expecting change, disruption and adversity.

Having this expectation means they are consistently studying the world around them, keeping their eyes and ears to the ground, watching and listening for the next disruption within their life or industry.

I think of the military. At any military installation across the globe there are people standing guard. Somewhere there are even people sitting behind computers with high-tech capabilities manning drones which are conducting constant surveillance around the globe. What are they doing ? Keeping their eye open for adversity.

In the business world, great leaders are always on the lookout for the next change or disruption in the economy. These leaders are reading. They are researching. They are always working to find out what is coming next.

With a mindset of expectation, there is no time for complacency. Even more, while we must celebrate the successes, we cannot rest on our laurels. A mindset of expectation for our organization, team and self requires understanding change is disruption is always right around the corner.

In order to best respond to change, disruption or adversity, we must first know it always heading in our direction and be on the lookout.

On Resilience: 6 Step Process To Persevere Through Change, Disruption & Adversity

We are looking at this idea of resilience – personal and organizational. As we have stated, resilience is significant in that it is a character trait that must be found in the individual – or group of individuals – before it can be found within a team organization. 

We have also come to see resilience as something you must do, as opposed to to something you are. True resilience is not an action. Rather, it is a process. 

The process of resilience can be found within the 6 E’s of Resilience. Each “E” is a step – a mindset or attitude – in the process of becoming a highly resilient person, team or organization. 

Resilience 6E  

Expect – Anticipate the change and disruption that is coming.

Equip – Prepare for the change and disruption that is coming through training and development.

Execute – Make decisions on how to respond to change and disruption and execute decisions effectively.

Evolve – Make the necessary changes in order to remain stable and viable through the change and disruption. 

Establish – Adapt to the change and disruption by establishing new norms and expectations. 

Evaluate – Evaluate the impact of the outer change and disruption. Evaluate the inner response and evolution to the outer change and disruption. Compare and contrast. Ask the questions: “Did we evolve appropriately? Are we stable? Are we viable?” 

Defining Resilience for the Organization, Team or Person

Resilience is key to successful living, personally and professionally speaking. Organizations, teams and people must resilient in order to survive for the long haul. Resilience must begin in the mindset of the people and then weave its way through teams and organizations.

In other words, teams and organizations cannot be resilient unless the people within the teams or organization are resilient.

Yet, as much as we like to think of resilience as a verb, one cannot simply be resilient. Resilience is more of a mindset; a way of living. One cannot simply be resilient. Instead, one must come to learn how to do resilience.

This being the case, resilience can be defined as the organization, team or individual’s ability to maintain organizational or mental health while achieving positive growth through change, disruption and adversity.

This means maintaining your center.

For the organization, remaining organizationally healthy. For the individual, remaining mentally healthy.

Over the next few posts, we will examine the hows to doing resilience.

How to Move From Level 1 to Level 2 Relationship With the People You Lead (The Power of Authenticity)

In my last post, I discussed Dr. Edgar Schein’s 3 Levels of Relationship between leaders/managers and employees/clients.

We discussed the Level 2 Relationship is the sweet spot.

The question I want to answer today is this: How do you move from a Level 1 Relationship (Distance) to a Level 2 Relationship (Helping)?

The answer is easy. The action potentially a little more complicated.

How do you move from a Level 1 to a Level 2 Relationship? Share something revealing/personal about yourself in seeking to help others move towards a Level 2 Relationship.

Most professional relationships begins at the Level 1 stage with both parties working overtime to keep their cards close, to maintain that distance. One party – hopefully you – has to show courage in being authentic and transparent about something (anything) that will help to break down the barrier.

This is especially true in working to create a trusting culture. Someone – preferably the leader – must lead the way in sharing something personal about themselves in order to move the team or organization towards a mindset of Level 2 (Helping) Relationship. Because all human beings are flawed in some way and work hard to hide those flaws from others, personal walls crumble when someone has the courage to share personally about themselves.

Be authentic. Be transparent.

3 Levels of Relationship Between Manager and Employee (Any Which One Actually Works)

Dr. Edgar Schein, the foremost expert on organizational culture, writes about the three levels of relationship between managers and team members.

Let’s first define relationship: To have a certain ability to predict someone’s behavior. The greater the relationship, the greater the ability to predict someone’s behavior.

This being said, here are the 3 levels of relationship leaders/managers can have with their employees/team members.

  1. Level 1 – Distance Relationship: Keep your professional distance. Don’t get too close to your clients, employees, team members. Keep them at arms length. See the person only as the role they play on your team or in your organization.
  2. Level 2 – Helping Relationship: Treat your clients, employees and team members as actual human beings. Get personal (not too personal) with those you lead. Not too personal…but, personal enough. See them as human beings with human feelings and emotions.
  3. Level 3 – Intimate Relationship: “Sleeping” with your clients, employees or team members. Those you lead become close, personal friends or lovers. This intimacy leads to favoritism and nepotism.

Dr. Schein argues Level 1 Relationship is dead, although it remains alive and well. You understand.

Level 3 is dangerous and leads to a loss of trust and, more than likely, your position.

Level 2 is the sweet spot. Treat the people you lead (or clients you work with) as human beings. Know who they are. Know who and what they care about. Know what motivates them.

Care about them.

Once you understand them – through your caring and knowing – you better understand how to help them.

Then… help them.

5 Leadership Lessons from Two Navy SEALs

This past weekend, I had the privilege of interviewing two Navy SEALs for our bi-annual Man Night at New Hope Eastlake. The wisdom that poured from their lips astounded me several times throughout the interview.

Here are the key takeaways that will help you on your own leadership journey:

  1. Humility is everything.
  2. Ambition may get you to your goal, but it will not sustain you. Your ambition must move to something greater than you in order to achieve sustained success.
  3. Leaders must excel about both character and competence. A lack of either erodes trust.
  4. Trust is key. No trust = no teamwork.
  5. We cannot achieve lasting greatness alone. We need others to help on the journey…just as others need us.

My best to you as you lead others to reach their highest potential in life and work.