Resilient Workplace Teams Objectives To examine essential characteristics

Resilient Workplace Teams

Objectives • To examine essential characteristics associated with Resilient Teams • To consider specific suggestions for building Resilient Teams in the workplace • To recognize the importance of Leadership Roles in fostering Resilient Teams

Session Overview • Rationale for Resilient Teams • Characteristics of Resilient Teams • Tips for Building Resilient Teams • Role of Leadership in

Resilient Individuals • Resilient individuals tend to be flexible, adaptive and optimistic, and have the ability to cope, thrive and learn - even during difficult times or circumstances. • Resilient people also are more likely to recognize what support they may require to bounce back in the workplace setting. • This may include increased support or adaptations from colleagues or workplace teams.

Resilient Teams • As with individuals, teams within organizations can experience setbacks, challenges, times of transition or change, and even stressful periods or circumstances. When teams and their members are resilient, they come through such experiences feeling stronger, having more capacity, and possessing increased wisdom and readiness to face new challenges.

Rationale for Resilient Teams have the potential to: üBuild on and sustain healthy relationship practices during times of change or transition üDraw out the collective strengths of the team to support successful adaptation in difficult circumstances üFoster problem-solving, innovation and learning in addressing emerging challenges üCreate conditions for individuals to not only cope, but to flourish and perform at their best in spite of adversity.

Six Characteristics of Resilient Teams

1. Purpose-Focused • When team goals or directions are not clear, team members may experience increased stress and uncertainty, especially during changing or challenging circumstances. • Purpose-driven teams possess a common and clear understanding of the goals and directions of the team. • Informative exercise: Ask each member of your team to write on a cue card the goals of the team. Comparing your answers may bring some informative insights about how clear the team is about A resilient team is one in which individual energies are centered on the team’s shared objectives during change, rather than toward multiple agendas, irrelevant discussions, or other off-task activities. (CP, 2004)

2. Growth-Oriented • • Growth-oriented teams encourage their members to take initiative and apply new skills in meeting areas of challenge. When team members make mistakes, they are supported by others as they regroup. Working through problems or challenges becomes an opportunity for growth for both individuals and teams. (WMA, 2016) • Discussion among team members leads to lessons learned and new ways for moving forward.

3. Positive • Resilient teams see the positive aspects of difficult situations and opportunities for success. • Members are positive about the capabilities of each member to contribute to the team’s work. • Team member believe in the capacity of the team to influence the organization during periods of change. Resilient teams see opportunitie s for success, not failure. (CP, 2004)

4. Other-Centered • Being other-centered involves a focus on the inclusion and wellbeing of others. • This characteristic highlights team members’ sense of trust in one another and a commitment to mutual support and caring. • Team members are aware of the feelings and needs of their colleagues, and naturally extend appropriate levels of support to one another when stress We shouldn't be surprised that having good relationships at work is a protective factor against stressors both at home and work. … When people feel genuinely cared for at work, when they laugh with their colleagues, when people find time to talk, it becomes so much easier to put up with challenges.

5. Flexible • Resilient teams are flexible in terms of shifting perspectives and adapting strategies for moving through periods of change or challenge. • Flexibility is observed in the way ideas are explored and elaborated in open discussion forums with team members. • Team members recognize the benefits associated with drawing on the strengths of all members in designing solutions in lieu of a siloed or isolated approach. The most resilient individuals and teams are prepared to adapt themselves to fit in with a new reality. (Warren, n. d. )

6. Proactive • • • Resilient teams are proactive in terms of embracing and planning for change. Similarly, proactive responses are developed for anticipated and emerging challenges. Proactive responses often allow teams to exert a level of control over challenging Teams members are willing to move situations, forward with small-step changes, reducing stress monitoring their progress and re-adjusting and increasing their actions and responses as necessary. coping capacities of team Proactive efforts include being organized, members. setting priorities, defining timelines and implementing workable solutions. (WMA. 2016)

Eight Tips for Building Resilient Teams

1. Create a Shared Sense of Team • • Take time to build a shared Interdependent teams understanding of the understand that every team’s purpose and member adds value direction. to the whole. Without each member, the When challenges are team would be unable experienced, reaffirm a to achieve its shared sense of unity among team purpose. members related to mutual goals and actions, sustaining a common focus and momentum. (CP, 2004)

2. Leverage Team Member Strengths • Provide opportunities for team members to get know each other’s strengths and need for support. • Encourage team members to ask for help when needed, and to step up for others when required. • Adapt team routines to support the use of collective strengths during pressing or stressful time periods. A highly resilient team combines its individual resiliency strengths to produce a level of resilience that is higher than that of any individual on the team. (CP, 2004)

3. Respond to Emerging Issues • Ensure that emerging issues or challenges are not ignored or passed over. • Provide time at team meetings to openly discuss areas of challenge or concern. • Keep discussions positive with a focus on solution-building.

4. Reframe Challenges • Encourage team members to become adept at picking out positives in any situation. • Begin team meetings by identifying three good things (in spite of current challenges or difficulties). • Invite team members together to rewrite problem statements using strength-focused vs. deficit focused language (instead of redefining the problem, describe the direction you would like to pursue).

5. Stimulate Learning and Professional Growth • New challenges and points of transition often stretch teams, requiring the development of new skills and ways of interacting with each other. • Consult team members on relevant areas for team professional growth and development. • Engage opportunities for mentorship relationships to develop within and across teams through the sharing of expertise.

6. Empower Team Problem-Solving Ongoing communication is critical for ensuring team members’ awareness of key issues, changes or transitions facing their team or organization. • Beyond ensuring effective communication of issues, invite team members to be active participants in problem-solving or decision-making processes. • Encourage team members to demonstrate their creativity and capabilities in putting proactive solutions into action. • Team members who feel entrusted to share in building solutions will be more engaged, experience more positive emotions, and have more invested interest in team outcomes, especially during challenging or pressured times.

7. Engage Accessible Resources • Encourage team members to carry out regular check-ins with one another. • Identify and use support resources that are accessible to all team members. • Identify personalized supports for individual team members when needed.

8. Amplify Team Progress • Create time in meetings to share ongoing progress related to projects, initiatives or set goals. • Progress reports may include early successes, issues resolved, innovative strategies developed, and advances made. • Take time to celebrate the completion of initial steps, milestone and acknowledge team contributions.

Role of Leaders’ actions and attitudes set the tone for the rest of the team. Leading by • When faced with challenges, leaders example is an have the opportunity to model the effective way to practices they would like their team transform the members to emulate. way team • Leaders play a critical role in members communicating information about the interact and collaborate nature and rationale of planned changes together. or transitions. (WMA, 2016) • Leaders who empower team members to be part of building solutions increase the likelihood that team members will feel more engaged, and experience a •

Application Activity • Share with a colleague the six essential characteristics of Resilient Teams. • As part of your conversation, identify together at least one characteristic of Resilient Teams that you have seen in action in your workplace team during a period of change or challenge. • How did this characteristic make a positive difference in the functioning or wellbeing of your team?