It has become a trend with clients recently to discuss training resilience in their employees. There is nothing wrong with resilience, and in many cases it is admirable. But for organisations to push resilience is often the wrong message.<\/p>\n
Resilience is the ability to bounce back from tough failures or adversity. It is the ability to continue to battle forward despite adversity. And in modern complex and digitally integrated organisations it is easy to argue that the responsibility of resilience falls on the individual to pursue.<\/p>\n
Working with a client yesterday we were faced once again with the question of whether we will address resilience. My colleague\u2019s response was that \u201cwe need our employees to have resilience if they see failure as a bad thing\u201d. If we actually re-frame the conversation to addressing the underlying reasons that we view failure and adversity as negatives, then resilience moves from the responsibility of the individual to the responsibility of the corporate culture.<\/p>\n
A lot of our recent focus has been readdressing the organisational response to failure with clients going through their Digital Transformation. Agile & Digital working is predicated on the assumption that you can fail fast<\/em> and test and learn<\/em>. Without the failure and without the learning our ability to innovate at pace is handcuffed. However, too often senior leadership talk a good game and communicate the positives of failing, without providing the space and empowerment to put it into action.<\/p>\n A client of ours takes this even further and talks about accountability as not the person whose \u201chead is going to roll\u201d, but instead \u201cthe person who can celebrate first\u201d. Because we aren\u2019t good at supporting failure and aren\u2019t excellent at celebrating success we have come to expect the answer to be individual resilience.<\/p>\n So, how can you support the change to making failure positive in your organisation:<\/p>\n Finally, start small and manageable. The value of this is the consistency over time, as changing long-held culture will be hard. However, over time we have seen organisations be able to readdress their mindset around failure. This has meant that although resilience can still be part of the answer, there are some more fundamentals that need to be in place first.<\/p>\n","protected":false},"excerpt":{"rendered":" It has become a trend with clients recently to discuss training resilience in their employees. There is nothing wrong with […]<\/p>\n","protected":false},"author":23,"featured_media":21455,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-21454","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","type-blog","training-agile-and-digital"],"acf":[],"yoast_head":"\n\n
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