How to Improve Resilience in Those You Lead
Here’s a secret you may not have considered.
2020 has been a fiery crucible testing the mettle of leaders all around the globe. Nearly every industry has been affected by the spread of COVID-19.
Senior leaders shouldered with the reality of downsizing have seen individuals on their teams accept greater responsibility due to layoffs.
What impact has COVID-19 had on the workplace?
A recent study observing workplace resilience (Buckingham, Harvard Business Review, Sept 2020) found:
People’s personal level of resilience in the workplace is closely related to their immediate team leader and their organization’s senior leaders.
The study concluded only 19% of workers in the USA exhibit high levels of resilience. With statistics so dismal, it’s no wonder why people are experiencing adverse mental health effects due to the workplace.
Is it possible that senior/team leaders have more to do with an employee’s resilience than they’d like to admit?
What is resilience?
Simply put, resilience is the ability to bounce back after experiencing difficulty. Diane Coutu (Harvard Business Review, 2017) describes a resilient person as one who possesses
“a staunch acceptance of reality; a deep belief, often buttressed by strongly held values, that life is meaningful; and an uncanny ability to improvise.”
As a senior leader, you may not be able to accept the responsibility of your team’s resilience. Still, you can be mindful (read: emotionally intelligent) of them as you enter the decision-making process.
Here’s the secret to building resilience with your team:
Commit to building trust with them.
Building trust means being honest with your team about the current realities facing your business. Sugarcoating or covering up the truth only serves to insulate you from those you’re leading.
During times of uncertainty, the quality of your communications is essential to building trust. Be as vulnerable with your team as possible because they will see false humility coming from a mile away.
Let’s say that your organization is forced to make personnel cuts due to the current financial crisis. What’s the best way to convey this change to your team?
A. Say nothing and let the news leak out when the cuts happen; or
B. Summon all of the courage in the world and communicate something along the lines of:
“I hate to say it, but our financial situation means we need to make some changes around here. Know that I’m on your side and I want to exhaust every possibility before we make any moves.”
And mean it.
No leader wants to bring the news of cuts to their teams. Saying nothing damages trust not only with those who leave but with those who stay, too.
In this season, the old proverb rings true: “necessity is the mother of innovation.” Imagine how motivated a team can be when they trust you have their best interests at heart.
Adversity can kickstart resilience in your team — making it possible for them to rise to the challenge.
Make it a priority to build trust with those you lead. Take it upon yourself to see that you equip your team with everything they need to bounce back if and when the time comes.
Conclusion.
If you’re a team leader or a senior leader, ask yourself these questions:
“How can I positively affect (build) the resilience of the people I lead?”
“Am I afraid of what people will think if I tell them the truth?” and if so,
“How can I better communicate the current realities of my organization?”
The truth is, in the face of uncertainty, your team needs you to lead them well. Invite your team into the process of change by communicating the realities of your business. It may not feel good at the moment, but it will increase trust and build resilience in them.
Chris Kong
