Resilient organizations have the capacity to recover quickly from difficulties. 

During this time of extraordinary change, many organizations are finding that their cultures need to be more resilient and agile than ever to ensure their business can thrive.

A recently conducted study in hundreds of organizations (by Glint) shows us that most resilient organizations are those where employees clearly observe a well-established culture and values in action. 

Employees at these organizations were nearly eleven times more likely to believe their organization would bounce back from setbacks quickly. They were also eight times more likely to believe they could continue to be productive in uncertain times. 

“ Building habits helping to thrive in the midst of distress

Why building a resilient organization?

Truly resilient organizations are a result of how leaders, teams and individuals build habits that help them thrive in the midst of distress.

Resilience can also be associated with greater job satisfaction, work happiness, commitment, employee engagement and interpersonal relationships. It shows us that:

• People know better how to manage conflicts

During uncertain times, people react in different ways. Some may aim to keep their heads down and ‘lay low.’ For others, tensions run high and conflict can seem inevitable. One response is flight, the other is fight. Creating a culture that helps people constructively settle differences is vital to organizational success. 

• People take timely and decisive action

Execution is capital in a crisis. Leaders may discuss and plan for a variety of scenarios, but they must take decisive action along the way.

• People support each other through change

Organizations where people have built a muscle to support one another will be best equipped to respond to the multitude of changes introduced in challenging times. From an organizational perspective, this could mean having the needed resources in place or getting the right resources quickly. For managers and teams, it can mean having frequent, honest conversations about what support people need. Finally, from an individual employee perspective, it can mean feeling cared for and supported and having the ability to reach out or express feedback and needs.

How to create a resilient culture? 

• Make it common for people to interact with each other in a direct and constructive way. Work hard to understand others’ point of view in a conflict and focus on reaching alignment even on difficult issues.
  
  
• Create an atmosphere in which teams experience a sense of psychological safety, in which individuals feel a sense of belonging, are able to openly express their concerns and ideas, and see that their opinions are solicited and valued. 
  
  
• Values can be used to visibly and proactively guide decision-making in times of distress. One of the strongest drivers of resilience is living the stated culture and values. Without using a consistent set of guiding principles, decision-making can be unpredictable, actually creating more stress for those involved. 

• Having open lines of communication between employees and leaders is necessary for reaching and engaging people, sharing just-in-time information, and keeping a pulse on the needs of the company.
  
  
• Neuroscientists have found that during periods of uncertainty, our brains need more time to recover before we can focus on the tasks at hand. It’s important that leaders support people during times of change by showing genuine concern for their well-being and giving them downtime from work.
  
  
• Engage Leadership: a resilient workplace requires leadership buy-in. Employees are more likely to participate in resilience programs when the organization’s leaders are involved. Leadership is key in establishing priorities, setting goals and allocating resources to strengthen workplace resilience. And, in communicating clearly and decisively the organization's commitment to resilience.

• Whether your work environment has physical offices or virtual locations, being flexible when possible is important. To improve the work environment, allow autonomy whenever possible, let individuals do their jobs and reward good work. Provide access to services and supports when needed to maintain good physical and mental health.
  
  

“It is all about a commitment to addressing resilience, a company-wide statement

Organizational culture has many layers. Ultimately, it is built on principles of empowerment, purpose, trust and accountability. Building or improving a resilient culture is strengthened by a company-wide statement, showing support towards employees and a commitment to addressing resilience.

Promote an open and trusting management style and train managers to understand the importance of supporting the mental well-being of the people.

Just making a declaration isn’t enough. This commitment requires action and regular communication.