BUILDING RESILIENCE IN YOUR ORGANISATION

Transcription

1 BUILDING RESILIENCE IN YOUR ORGANISATION AMBICA SAXENA & SHELLEY WINTER MARCH

2 SESSION OUTLINE Leadership resilience Five resilience resources Practical Cultural enablers & blockers Client case studies Creating a habit 2

3 THRIVING IN UNPREDICTABLE TIMES DISRUPTION 24/7 WORLD PACE OF CHANGE INTENSE COMPETITION VOLATILITY UNCERTAINTY UNPREDICTABILITY COMPETING DEMANDS PERFORMANCE PRESSURES LEADERSHIP RESILIENCE ENGAGEMENT GROWTH WELL-BEING INNOVATION PRODUCTIVITY SOLUTIONS COMMITMENT EFFECTIVE CHANGE MANAGEMENT 3

4 POLL WHAT BRINGS YOU HERE TODAY? Personal need for greater resilience Team need for greater resilience Organisational need for greater resilience 4

5 RESILIENCE Is not fixed, sheer persistence, withholding emotion or coping. THRIVING NOT SURVIVING It blends preparedness, responsiveness and the ability to learn and grow. Is dynamic, malleable, and developable. Is cultivated in times of low stress, not just in the face of challenge. 5

6 YSC S DEFINITION OF RESILIENCE RESILIENCE IS THE ABILITY TO GROW, ADAPT AND PERFORM THROUGH TIMES OF CHANGE AND CHALLENGE. LEADERSHIP RESILIENCE IS THE COLLECTIVE RESOURCE THAT LEADERS CAN DEVELOP IN THEMSELVES AND IN THOSE AROUND THEM. 6

7 LEADERSHIP RESILIENCE PROFILER TM SUPPORT: The ability to build positive relationships which create systems of support during stressful events. CONFIDENCE: The capacity to build belief in abilities to achieve goals. STRIVING: The ability to persevere by seeing multiple routes to a goal in the face of challenges. RECOVERING: The ability to re-energize toward your goal. CHANGING: The capacity to incorporate learning to evolve with the changing context. 7

8 BALANCING PRESSURES WITH RESOURCES AND DEVELOPING STRATEGIES TO GROW AND ADAPT THROUGH CHANGE LOAD CHANGE, CHALLENGE, PRESSURE RESOURCES JOB PERFORMANCE MULTIPLE ROLE FAMILY/FRIENDS COMMENTS CHANGE CAREER CONCERNS FINANCIAL COMMITMENTS PERSONAL GOALS 8

9 POLL WHAT RESILIENCE INTERVENTIONS HAS YOUR ORGANISATION TRIED? Well-being education Mindfulness programmes Resilience workshops Other None 9

10 INCREASING RESILIENCE FIVE CRITICAL FACTORS WALKING THE TALK Resilience needs to start at the top. BEYOND WELL-BEING Energy management and good physical and mental practices are necessary but not sufficient. WE DON T ALWAYS DO WHAT IS GOOD FOR US Awareness raising is not enough, people need to identify and commit to personal strategies. THERE IS NO QUICK FIX Good resilience strategies are habits and need to integrate into everyday practices. IT IS NOT ALL ABOUT YOU Facilitating resilience growth in others will become a fundamental leadership competency. 10

11 WE DON T ALWAYS DO WHAT IS GOOD FOR US AWARENESS RAISING IS NOT ENOUGH RESILIENCE INTERVENTIONS NEED TO BE PERSONAL PRACTICAL PROACTIVE INFORMATION ACTION. We over-estimate what we ll commit to. Resilience resources are social, behavioural and thinking habits. Neuroscience evidence habits are behaviour chains. BUILDING NEW HABITS Start small and build up. Shared awareness and shared language. Public commitment. Specific and time bound. Creating cues and rewards. 11

12 TARGETING TWO RESILIENCE RESOURCES 1. MY GOAL TO INCREASE MY PERSONAL LEVELS OF RESILIENCE IS 2. MY LEADERSHIP RESILIENCE GOAL TO INCREASE THE RESILIENCE LEVELS AMONGST MY PEOPLE IS 12

13 LEADERSHIP RESILIENCE HABITS & CULTURE 13

14 SUPPORT THE ABILITY TO BUILD POSITIVE RELATIONSHIPS WHICH CREATE SYSTEMS OF SUPPORT DURING STRESSFUL EVENTS 14

15 SUPPORT: IN PRACTICE SUPPORT IS: Knowing when help is needed. Talking through challenges. Proactive offering support. Processing negative emotions. LEADERS BUILD IT IN THEIR TEAM BY: Setting up formal and informal forums for team to connect. Set shared goals and identify synergies. Facilitate supportive relationships with other teams. 15

16 SUPPORT: HABIT FORMING HABIT CUE REWARD ROUTINE OR BEHAVIOUR Leadership goal - set my people up with a second person on projects and priorities and publicly recognize those who constructively use support from peers. PRECEDING FACTOR Weekly team meeting Individual 1-2-1s. REINFORCEMENT OF DOING BEHAVIOUR Recognise the efficiencies and increase in quality of outputs that comes from joint working. 16

17 SUPPORT: CULTURAL ENABLERS & BLOCKERS SUPPORT ENABLERS: Relational cultures. Team KPIs. Cross-functional teams. Expressing emotions. SUPPORT BLOCKERS: Individualistic cultures (reward & recognition). Complex matrix. Not showing weakness. 17

18 CONFIDENCE THE CAPACITY TO BUILD BELIEF IN ABILITIES TO ACHIEVE GOALS 18

19 CONFIDENCE: IN PRACTICE CONFIDENCE IS: Knowing your strengths and weaknesses to draw on in difficult times. Having the courage to seek out new challenges or put yourself in new situations to learn. Putting self doubts into perspective. YOU CAN BUILD CONFIDENCE IN YOUR TEAM BY: Stretch people out of their comfort zone without stretching them too far. Spotlight achievements (even the small steps toward bigger goals). Call out unique strengths or contributions. 19

20 CONFIDENCE: HABIT FORMING HABIT CUE REWARD ROUTINE OR BEHAVIOUR Recognise small wins as we push on to achieve a stretching goal or large change. PRECEDING FACTOR Use my weekly team meetings and quarterly function meetings. REINFORCEMENT OF DOING BEHAVIOUR Take time to notice the confidence boosts people get from small wins. 20

21 CONFIDENCE: CULTURAL ENABLERS AND BLOCKERS CONFIDENCE CULTURAL ENABLERS Public recognition. Strengths based. Identifying potential. Transparent talent management. CONFIDENCE CULTURAL BLOCKERS: Punishing mistakes. Fixed mindset. Command and control. Political. 21

22 STRIVING THE ABILITY TO PERSEVERE BY SEEING MULTIPLE ROUTES TO A GOAL IN THE FACE OF CHALLENGES 22

23 FLEXIBILITY AND PERSEVERANCE FLEXIBILITY OF THOUGHT WITHOUT PERSEVERANCE = INDECISION PERSEVERANCE WITHOUT FLEXIBILITY = TUNNEL VISION 23

24 STRIVING: IN PRACTICE STRIVING IS: Moving towards a goal. Hope, backed up with effort. Perseverance with a flexible focus. YOU CAN BUILD STRIVING IN YOUR TEAM BY: Coaching your people to think more about possible solutions, and dwell less on the problem. Remind them of the bigger picture when they get stuck. Tap into their personal motivations and connect these to their work. 24

25 STRIVING: HABIT FORMING HABIT CUE REWARD ROUTINE OR BEHAVIOUR Remind team of our company purpose and the potential impact of our project, then coach them to find a way around obstacles. PRECEDING FACTOR Team members frustrated by obstacles. Team members disheartened by setbacks. REINFORCEMENT OF DOING BEHAVIOUR Seeing them find another way to progress the project. Noticing they have more answers than they realise. 25

26 STRIVING: CULTURAL ENABLERS & BLOCKERS STRIVING ENABLERS: Purpose led. Leader as coaching capability. Agile working. STRIVING BLOCKERS: Highly action oriented Authoritative tell cultures. Lack of priorities of clarity of direction. 26

27 RECOVERING THE ABILITY TO RE-ENERGISE TOWARD YOUR GOAL 27

28 RECOVERING: IN PRACTICE RECOVERING IS: Proactive energy management to be at your best and re-energise after setbacks. Using multiple physical and mental strategies. Understanding that setbacks are normal. Acknowledging it is different for everyone. YOU CAN AID RECOVERY IN YOUR TEAM BY: Role-modelling your own energy management. Encourage your people to think about how best to manage their personal energy levels. Encourage reflection and review after high volume periods. 28

29 RECOVERING: HABIT FORMING (SELF) HABIT CUE REWARD ROUTINE OR BEHAVIOUR 30 minutes of exercise 5 days a week - go to gym Mon, Wed and Fri, Walk Sat and Sunday. PRECEDING FACTOR Mon, Wed, Sat: Gym have gym clothes and bag ready to go when I wake up, set alarm 30 minutes earlier. If Then IF I can t get to the gym because of an early work meeting or travel, THEN I will do one of my colleague meetings as a walking meeting. REINFORCEMENT OF DOING BEHAVIOUR Notice better energy levels. 29

30 RECOVERY: HABIT FORMING (LEADER) HABIT CUE REWARD ROUTINE OR BEHAVIOUR Help my people to make good choices to manage their energy, ask them to identify their energisers and depleters, ask them to create a routine that will help them to manage their energy. PRECEDING FACTOR meetings, have it as one of our agenda items Team meetings - ask one person each week to share what is working for them around energy management. REINFORCEMENT OF DOING BEHAVIOUR Notice the benefits of empowerment and call out examples of better energy levels enhancing workplace performance or morale. 30

31 RECOVERY: CULTURAL ENABLERS & BLOCKERS RECOVERY ENABLERS: Access to exercise or the outdoors in work time. Walking meetings. Technology boundaries switch off time. RECOVERY BLOCKERS: Long office hours. Back to back meetings. High action orientation. 31

32 ADAPTING THE CAPACITY TO INCORPORATE LEARNING TO EVOLVE WITH THE CHANGING CONTEXT 32

33 ADAPTING: IN PRACTICE ADAPTING IS: Learning from past experiences to form new perspectives for the present. Seeking out new contextual information in the present to anticipate the future. Letting go of thinking that is no longer relevant to the current context. Generating new ideas or opportunities to go after. YOU CAN ENCOURAGE ADAPTING IN YOUR TEAM BY: Helping your people to learn from successes and mistakes. Get them to connect to information in your business context. Brainstorm what may change in the future. 33

34 ADAPTING: HABIT FORMING HABIT CUE REWARD ROUTINE OR BEHAVIOUR Encourage team to connect with what is happening in our market. PRECEDING FACTOR Monthly meeting - agenda item, market movements. REINFORCEMENT OF DOING BEHAVIOUR Recognise those who bring new market insights and help the team to see the connection between our function s priorities. 34

35 ADAPTING: CULTURAL ENABLERS & DEPLETERS ADAPTING ENABLERS: Time dedicated to debriefing and forecasting. Externally connected. Tolerate failure in an effort to innovate. ADAPTING BLOCKERS: Mistake intolerant. Inward facing. Past focused. 35

36 POLL WHAT WOULD GREATER RESILIENCE ENABLE IN YOUR ORGANISATION? Engagement Increased performance Innovation Accelerated change Retention 36

37 CLIENT CASE STUDY A PROFESSIONAL SERVICES COMPANY 37

38 PROFESSIONAL SERVICES FIRM Company had gone through a change in company ownership. There had been multiple changes in the Executive Team. Two of their large markets were experiencing socio-political uncertainty - Europe was feeling the impact of Brexit, the US were going through Presidential elections. Rising numbers of competitors were changing and increasing the industry pressures. Lost some key client accounts. SOLUTION Leadership team did the diagnostic and a leadership resilience workshop. Two global cohorts completed a guided online leadership resilience program across 4 weeks targeting leadership resilience habit building. Cohorts were open to all staff, organised into east and west cohorts. Data analytics were shared with leadership team and informed on-going local communications and leadership strategies. 38

39 CULTURAL INSIGHTS AND PROGRAM IMPACT Support was the strongest resilience resource in Company X s culture, and it was believed Adapt was the weakest. The west cohort were experiencing lower levels of resilience than east cohort. This is where the greatest number of leadership changes had occurred. Perceived benefits of collectively increasing resilience levels were Innovation, Productivity, Positive teams and Sustainability. There were marked differences between what people believed was important versus the goals they chose: Individually people believed Recovery and Confidence would make biggest difference to their resilience levels but they chose goals around Support and some in Confidence As leaders, people believed increased Support would increase resilience in their people, but they chose habit goals around Confidence and Recovery Creation of common language and common understanding. People reported seeing benefits from new habits during the application phase and were supporting others in their chose goals. Application phase showed that people progressed at different rates. Engagement in habit forming increased when intact teams or peers were participating together. Colleague support was cited as needed to sustain habit progress. Offices that had high numbers of attendees reported new conversations and change in language around resilience resources. 39

40 WHAT DOES RESILIENCE AT COMPANY X LOOK LIKE? HOW WOULD IT HELP? Percentage of Participants 100% 80% 60% 40% 20% 0% HOW RESILIENT HAVE YOU FELT ON A SCALE OF 1-5 OVER LAST 3 MONTHS? Low West East Levels of Resilience High WHAT COULD YOUR ORGANISATION ACHIEVE IF THE COLLECTIVE LEVEL OF RESILIENCE WAS INCREASED? * Higher levels of innovation More positive team Higher productivity Higher sustainability/ lower Adapting to change Improved client relationships Higher levels of engagement Embrace change and Increased performance Other More energy 0% 5% 10% 15% 20% 25% 30% Percentage of participants *Themed from qualitative comments THE EAST COHORT (UK +) ARE EXPERIENCING LOWER LEVELS OF RESILIENCE 40

41 COMPANY X HAS A SUPPORTIVE CULTURE Percentage of Participants 80% 60% 40% 20% WHAT TYPE OF SUPPORT DO YOU SEEK FROM COLLEAGUES? 0% Practical West East Type of Support 78% of participants seek Emotional support from their family and friends instead Emotional 75% agree that people in the organisation know who to ask for help if they need help copying with stress or dealing with challenges. 56% agree that people in the organisation are able to say they need help without fear of criticism. BUT only 38% know what resources to ask for when dealing with stress or challenges. Discussions show that there is a supportive environment at Company X, but often it s the individuals themselves who refrain from reaching out for support when they need it most. What stops individuals at Company X from seeking out for support: Lack of time. Being judged negatively for asking. Not wanting to add burden to others. Internalising negative emotions. Individualistic nature of Company X s work. Nature of hot desking / not being part of an intact team (pertaining to the East cohort only). 41

42 COMPANY X BUILDS CONFIDENCE Qualitative discussions and data indicate that Company X effectively builds confidence in people. However, many individuals indicated that being more confident would make the most difference towards their resilience as an individual. Negative self-talk and hesitancy to step out of comfort zone were two major barriers to develop confidence beyond expertise. Percentage of Participants 100% 80% 60% 40% 20% HOW EFFECTIVE IS COMPANY X AT BUILDING CONFIDENCE AMONG THEIR PEOPLE? 0% Not effective at all West East Effectiveness Very effective HABIT CUE REWARD Help my people to make good choices to manage their energy, ask them to identify their energisers and depleters, ask them to create a routine that will help them to manage their energy meetings, have it as one of our agenda items. Team meetings - ask one person each week to share what is working for them around energy management. Notice the benefits of empowerment and call out examples of better energy levels enhancing workplace performance or morale. 42

43 INCONSISTENT RECOVERY There are aspects Company X was doing well to aid recovery (i.e. personal commitments are recognised, personal alignment with work responsibilities), but there are also opportunities to do more (e.g. encourage people to take breaks more). People s personal commitments are recognized. I am encouraged to find personal alignment with my work responsibilities. Hinders Recovery Aids Recovery We are given access to well-being interventions. My organisation provides recognition and reward for working long hours. After periods of high pressure or volume, we given some down time. Leaving work to exercise during the day is encouraged. People in my organisation eat lunch away from their desks. In my organisation, we are encouraged to take breaks through the working day. We rarely pause as a team reflect as to where we spend our time. People rush from one meeting to the next. 0% 20% 40% 60% 80% 100% Agree Disagree 43

44 ADAPTING TO PRESENT CONTEXT BUT NOT ENOUGH ANTICIPATING THE FUTURE 60% believe at an organisational level, you respond and adapt to shifting contexts quickly. WHAT IS YOUR ADAPTIVE STYLE? 80% West East 70% Percentage of Participants 60% 50% 40% 30% 20% 10% 0% Future (postulate future changes) Present (constantly scan the market for changes) Past (take time to establish learnings after key events) Adaptive Style 44

45 CLIENT CASE STUDY B LUXURY GOODS 45

46 TOP TEAM INTERVENTION PROGRAMME FLOW UNDERSTANDING THE CONTEXT SETTING THE STAGE BUILDING INDIVIDUAL RESILIENCE FOSTERING LEADERSHIP TEAM & CULTURAL RESILIENCE CONTINUING INTEGRATION & MEASURING PROGRESS ELEMENTS Stakeholder interviews with key leaders. Leadership team effectiveness and resilience dynamic measures. RESULTS Detailed baseline profile of leadership team; identification of change leadership strengths & priorities to enhance cultural resilience. Full-day team session exploring elements of high performance plus collected data / feedback. Interactive introduction to resilience journey for leadership team. Articulated leadership team statement of purpose. Framework for development of resilient Company Y culture. Two-hour 1:1 deep-dive session with resilience coach. Three 90-minute development sessions. Identification of driving and restraining forces of individual resilience. Development of individual resilient leadership plan. Coaching towards resilient leadership goals. Three additional team sessions on five elements of resilient change leadership. Leadership team plan for creating resilient Company Y culture. Articulated ways of working as a leadership team to cultivate true resilient leadership in the face of change / uncertainty. Pulse survey against team-articulated goals for resilient change leadership & repeat administration of stakeholder interviews. Analysis of individual progress against resilient leadership goals. Team profile of progress and opportunities for ongoing growth. ROI measures and plan for continuous improvement. 46

47 CLIENT CASE STUDY C RETAIL BUSINESS 47

48 RETAIL UNDER PRESSURE Industry has experienced more change in 5 years, than last 25 years. Changes in social behaviour, affecting consumer behaviour. Amazon about to arrive in country, presenting unknown but significant threat. Leaders were working longer days, getting stuck in the detail and exhausted. Leadership Resilience was identified as an enabler for leading change and dealing with market uncertain. Was initially offered to a high potential group of mid-senior managers. Leadership team recognised they could also benefit. Leadership resilience goals were given a place in their existing Dev Plan profiles. Scalable online program about to be rolled out to 500 leaders. 48

49 CREATING A RESILIENT CULTURE: A MULTI-FACETED INTERVENTION EXEC LR WORKSHOPS & COACHING EXEC LEADERSHIP RESILIENCE PROFILER ORGANISATION INSIGHTS: CULTURAL ENABLERS & BLOCKERS TARGETED CULTURE CHANGE: SYMBOLS & SCAFFOLDING LEADERS LR COLLABORATIVE ONLINE PROGRAM LEADERS CONSULTING 49

50 INCREASING RESILIENCE FIVE CRITICAL FACTORS WALKING THE TALK Resilience needs to start at the top. BEYOND WELL-BEING Energy management and good physical and mental practices are necessary but not sufficient. WE DON T ALWAYS DO WHAT IS GOOD FOR US Awareness raising is not enough, people need to identify and commit to personal strategies. THERE IS NO QUICK FIX Good resilience strategies are habits and need to integrate into everyday practices. IT IS NOT ALL ABOUT YOU Facilitating resilience growth in others will become a fundamental leadership competency. 50

51 YSC S GUIDED ONLINE COLLABORATIVE LEARNING PROGRAMME 51

52 COHORTS: GUIDED ONLINE PROGRAM DEVELOPING RESILIENCE IN YOURSELF AND OTHERS PRE-WORK MODULE 1 MODULE 2 COLLABORATIVE PRACTICE LEADERSHIP RESILIENCE PROFILER TM REDEFINING RESILIENCE RESILIENCE RESOURCES & HABITS APPLICATION PHASE RESILIENCE TRACKER WEEK 1 WEEK 2 WEEKS 3 5 Live event Live event Live event Live event 52

53 A SNAP SHOT OF OUR ONLINE PLATFORM 53

54 ORGANISATIONAL BENEFITS WHAT WOULD YOUR ORGANISATION ACHIEVE IF THE COLLECTIVE LEVEL OF RESILIENCE WAS INCREASED? WHAT WOULD YOU NOTICE WAS DIFFERENT IN YOUR ORGANISATION IF EVERYONE HAD HIGHER LEVELS OF RESILIENCE? 54

55 QUESTIONS? SHELLEY WINTER Global Head of Coaching YSC Australia & New Zealand AMBICA SAXENA Director YSC India 55

56 LEADERSHIP RESILIENCE BOOKLET 56

57 HOW LEADERS KNOW YSC.COM 57