RESILIENCE Employee Resource Group

Eight Strategies to Lead Organizational Resilience
by Sonia Alvarez-Robinson

“What we go through together, we can grow through together.”

Georgia Tech is buzzing with change. New student needs, new teams, new structures, new leaders, new technologies, new processes, new requirements, new programs – and the list goes on. Change can be exciting and positive; especially when it is a change we plan for. Change can also be scary and stressful; especially when it is the result of an unexpected, traumatic or crisis event.

Regardless of the cause of a change, it can always be a catalyst for growth. 

Through change we can become a stronger and more effective organization. This positive outcome depends largely on our collective resilience. Organizational resilience is a group skill that can help organizations navigate change and become more effective as a result. 

Leaders play a vital role during organizational transitions. The ability for individuals to thrive through the change often depends on how well the change is managed. When an organization goes through a traumatic event or a major transition, employees look to their leaders to set the tone and guide them through. 

Below you will find eight strategies to build organizational resilience during traumatic, crisis or transitionary events. Each of these strategies contributes to an organizational culture of resilience and also builds the personal resilience of individual organizational members. 

1. Demonstrate confidence and competence
When an organization experiences a traumatic or shock event, people carefully watch how their leaders handle the situation. When leaders convey fear, anxiety or doubt through their words and actions, those emotions can transfer to others. Some leaders are more comfortable with ambiguity and uncertainty. But for leaders who are struggling with the impact of chronic stressors or an acute shock situation, it is important to get help for themselves.

Leaders model the way by showing others that it is OK to seek help in dealing with the emotional effects of change. They also model the way by expressing a positive, optimistic, and confident outlook, even when the result of the change is uncertain. Leaders can convey confidence with messages such as, “We don’t know all the details about the change yet, but I feel confident that our agility and willingness to adapt will position us well for the future.” Leaders who demonstrate competence can guide the organization through uncertainty while building the confidence others have in them.

2. Practice empathy
In an animated short film available on YouTube, researcher Brenè Brown eloquently describes empathy as “feeling with people”. During times of crisis, change, or a traumatic event, it is essential for people in an organization to show empathy for one another. Leaders practice empathy when they recognize that change impacts people in very different ways. A change that is exciting and energizing for one person might cause fear and anxiety for another. 

Leaders can model the way by being present to listen and show that they care about the feelings of others. Effective leaders recognize that we all bring unique contexts to the workplace; our histories, our responsibilities, our challenges, our beliefs. Leaders practice empathy when they take the time to understand each person’s unique situation.

3. Provide support & development resources
As an organization moves through challenging times, the members may need additional support to navigate the change. Resources such as an employee assistance program, employee resource group, and group discussions can often alleviate stress. Leaders can model the way by supporting employees as they cope with impacts of change. Finding out the resources that are available and providing flexibility to access those resources is one way leaders can help to build organizational resilience.

4. Provide clear, honest, timely information
In the absence of information, people will often imagine the worst case scenario. To avoid misconceptions and reduce anxiety, effective leaders make sharing key information a priority. Leaders should provide answers to basic questions such as: What is happening? Why it is happening? How it is being handled? How will it likely impact people? What is expected next?

Leaders are often challenged when information cannot be shared due to its sensitive or confidential nature. Sometimes the answers are not yet well defined yet.Leaders can model the way when they build confidence that they are being honest, forthcoming, and transparent. Messages such as, “We don’t have all the answers yet but here is what we know so far. I can’t tell you with certainty what it is, but I can tell you what it is not.”

5. Invest in talent capacity & capability
Readiness for change is a key factor of organizational resilience. When people have the knowledge, skills, and abilities to succeed through a change, they have more confidence and clarity about their path forward. Leaders can model the way by helping people identify new capabilities they need to succeed in the “new normal” and provide them with opportunities to grow and develop. When we are equipped with the knowledge and tools to adapt to change, we are less anxious and concerned about how change will impact our lives.

6. Engage people in shaping the path forward
People are more likely to accept and adapt to change when they have a role in preparing and planning for the future.  Leaders can engage people in defining the following:  What do I have control today?  How can I help the organization move forward?  What outcomes would I like to see for us collectively and for myself individually? 

Leaders can model the way by seeking and acting on input from people who are impacted by decisions.  Bringing together diverse ideas, perspectives, and visions gives leaders new insights and solutions they may not have considered before. 

7. Plan for continuity
Business continuity planning and readiness is a critical resilience skill for any organization.  Practices such as documenting processes and cross-training employees can be essential to an organization’s ability to bounce back from an adverse event.  Organizations that expect the unexpected tend to have greater resilience and are able to maintain core mission activities when something unforeseen occurs.

Leaders can model the way by preparing for continuity of their own role.  Identifying one or more people to become knowledgeable and empowered to take on their leadership role gives people permission to think beyond their own positions.

8. Foster a cohesive community
When an organization experiences chronic stressors or a traumatic event, it is essential that a sense of community is created and nurtured.  In the midst of change, power is often up for grabs.  People will usually act in their own best interest, especially in the face of unplanned change.  It is human nature and core to survival.  But this can also be counterproductive to organizational resilience if it is not managed effectively.  

Leaders can model the way by bringing people together to process the change, plan for transitions, and reduce unhealthy competition.  Making sure everyone has a role to play and feels part of a community is key to maintaining focus and productivity. Helping people understand their own unique contribution and value as part of the group is a leadership practice that can go a long way to build collective resilience. 

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