If any lesson can be taken from the pandemic, it is that people still remain critical in almost every facet of society. The human component of organisational resilience is therefore essential in determining whether the business can react quickly in times of crisis – but it has been a weak point for many organisations.
Through our work helping leading organisations and consultancies to improve their resilience (you can read about our Organisational Resilience Index here), it’s clear that many leaders struggle to align the efforts of their teams. When feeling the pressure to make decisions at speed, even when the strategy is right, too often communications with the workforce are not.
Truly effective resilience strategies rely on principles of connection and support. As we outlined in Temporall Techniques #1, leaders need absolute clarity on what success and failure look like. In turn, delegation must be underpinned by transparent goal setting, clear communications and ongoing feedback. Juggling the role of strategic leader and tactical director is intensely draining on leadership, and so trust in others is a prerequisite of success.
In fast-changing situations, teams must have the capacity and freedom to improvise. Without this permission, it’s impossible for them to adapt, act quickly and perform under pressure.
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