Resilient workplace building: tips for leaders

Leaders can help contribute to a more resilient workplace culture by helping their teammates build greater resilience. The first step in creating a resilient workforce is to realize what resilience is. 

Resilience is defined as “the psychological capacity to adapt to stressful circumstances and to bounce back from adverse events’’. In our personal and professional lives, we all face adversity and setbacks; how we respond to such incidents could impede our development or lead us forward. Resilient people have the potential to rebound from difficult times and shifting circumstances and learn from them. Resilience is linked to optimism, strong emotional management, responsiveness to prospects and forward-thinking.

A useful way to conceptualize resilience is through the five foundations:

Emotional well-being — The foundation of resilience

Inner drive — This is what gives us self-motivation

Future focus — Having a positive attitude helps improve problem-solving, the ability to accept failure and adversity, foresight, and vision.

Relationships — A strong social network is important for resilience.

Physical well-being — Colleagues suffering from poor physical health are likely to be less resilient.

Assess resilience of the team

Consider asking your workers to carry out an online test to determine how well and satisfied they are at work, or include resilience and depression issues in your Health Risk Assessment. The findings will show you the effects on your staff of the working environment and encourage you to take action to relieve or remove stressors.

Create a Trust Culture

Employees who feel confident, empowered and respected are more resilient to unforeseen obstacles. Take note of the well-being of your workers, which not only makes them feel supported, it also increases productivity. Enable your team-mates to express their views and to communicate honestly and openly. Encouraging coworkers to share their thoughts will contribute to raising the degree of inspiration, internal drive and mental well-being and future emphasis.

Create a resilient work environment

Staff appreciate versatility. Actually, 97.6% of remote employees state that they want to continue to work remotely for at least some parts of their entire careers. Remotor employees are twice as likely as people without remote job opportunities to experience improved mental health, which makes them more resilient.

Developing a flexible work environment often tells the staff that you trust them to do their job. Given versatility for the workers would enhance their mental well-being and inner drive.

Provide support services

As a leader, you should provide mental health support as a part of employee support services, such as coaching or even access to medical care. Knowing that they are taken care of will build the resilience of the team.

Enhance self-reliance

If you let your team members continue doing their job without micromanagement, they will feel confident and motivated. It will help increase staff resilience. It enhances their mental wellbeing, drive, partnerships and future focus, when people feel motivated.

Manage your team’s workload

It’s vital for the well-being and success of the team to identify when coworkers can overload and redistribute activities where appropriate. When people are pressurized, they don’t do well. This can lead to intuition and burnout. As a leader, it would help if you ensure the team’s mental and physical well-being, inner motivation, partnerships and future focus can meet their demands.

Training for resilience

Resilience can be developed. Training in resilience will minimize anxiety, vulnerability and depression by seeing people get energized, involved and accomplished. In this era, people have adapted largely to the new standard. Continue to give workers current assistance and services in dealing with tension effects. From this new start line, they can forge ahead with their workforce as a community: resilient, adaptable, and ready to take on the future of work as it awaits on the other side of the bridge across uncertainty.

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