In the context of psychology, resilience refers to the ability to adapt well to adversity, trauma, tragedy, or other sources of significant stress. Being resilient has benefits for both organizations and individuals.
CIOs are well informed about their team members’ capacity to adjust positively to workplace pressures and changes. However, building a resilient team is not an easy task always.
Resilience is a set of learnable skills and approaches rather than a fixed characteristic. IT leaders can help to build and hone resilience among their people. Fostering resilience in teams is a matter of helping team members develops skills and mindset that support a hopeful, solution-oriented response to obstacles, challenges, and unanticipated change.
However, building a resilient team requires a nuanced understanding of what constitutes resilience and a deft touch in encouraging this critical capability in healthy ways.
Understanding the resilience
Often resilience is misunderstood as the ability to bounce back instantly from difficulties or to roll with any manner of punches. Defining or encouraging mindless acceptance of workplace stressors is a recipe for burnout.
It is significant for IT leaders to understand the state of affairs within the organization and actively address issues and drivers of burnout. Resilience is not a non-stop adaptability.
2. Unpack the impacts
Leaders need to give their people a heads-up if something challenging is coming. Communication with the team and transparency both are rocket fuel for resilience. Knowing all the answers is not essential. Ambiguous answers are often discovered in real-time. Share information to reduce fear of the unknown and help team members develop their plan of action.
3. Talk less but listen more
The single most helpful management skill for building resilience is listening. A good leader is expected to be a good listener first. Many leaders try to talk their employees out of what they’re feeling in challenging situations – reassuring them prematurely, or telling them why things are good, or why they shouldn’t be upset.
Team members need to feel that leaders respect and care about them. Listening also gives a lot of important information about what’s hard for them in the situation and how one might help.
4. Promote psychological safety
Experts said that teams with high levels of psychological safety tend to be more resilient. Teams can more effectively tackle challenges and rebound from stressful situations when they feel safe and supported. When a significant event or issue occurs, it’s important to lean into resistance rather than just shutting it down and acknowledging perceived concern, anger, or loss of team members.
5. Build communities and connections
The relationship is one of the most effective emotion management tools. However, it may seem like a waste of time to some people, and creating opportunities for teammates to get to know one another can build connections and resilience.