What do you do if your organization lacks resilience in times of crisis?

Thanks for raising this important question! In times of crisis, soft skills and leadership are crucial. Although I don't lead a team, one thing that has worked for me is maintaining open communication with colleagues. By keeping communication lines open, even during challenging times, we can all stay on the same page and reduce uncertainty. It's also important to stay adaptable and encourage a flexible mindset. This approach has helped me and my peers navigate unexpected changes with greater resilience. Thanks again for asking this question—I look forward to reading more insights on building resilience in organizations.

"In times of crisis, our organization proactively cultivates resilience by prioritizing several key strategies. Firstly, we emphasize open communication channels, ensuring transparency and fostering trust among team members. We adopt agile decision-making processes, allowing us to respond swiftly to evolving circumstances. Additionally, we place a strong emphasis on continuous learning, encouraging innovation and adaptation. We also invest in technology to facilitate remote collaboration, ensuring business continuity even in challenging times. By embracing change, supporting our team, and leveraging technology, we not only navigate crises effectively but also emerge stronger, more resilient, and better equipped to handle future challenges."

In times of crisis, ensuring organizational resilience is paramount. Firstly, conduct a comprehensive assessment of vulnerabilities and potential risks. Next, prioritize measures to strengthen infrastructure, communication channels, and remote capabilities. Implement robust contingency plans and establish clear protocols for crisis management. Foster a culture of adaptability and innovation among team members, encouraging quick decision-making and flexibility. Lastly, invest in employee well-being initiatives to bolster morale and productivity during challenging times.

Begin to train your employees to show resilience in their daily life. Most of the time we expect our employees to be tough and show mental toughness during crisis. Most of them fail at it because in their daily everyday small crisis they haven't been trained to do so.

Human behaviour is very complex. Without honest reflection and diagnosis around why your organisation lacks resilience - any action taken to resolve it will be very superficial. You need to traverse that journey of uncomfortable questions if you don't want the uncomfortable - but temporary - situation to become permanent. And it's important to take others along in this journey. So start with honest reflection, both individually and collectively. And only then take action.

Build Agility. In addition to responding to crises, agile organizations can adapt to changing circumstances. This means being open to new ideas, experimenting with different approaches, and being willing to pivot when necessary. By fostering a culture of agility, your organization will be better positioned to weather any storm. Agile organizations are also more likely to seize opportunities that arise during disruptions.

As we know, we live in a VUCA world -volatilite, uncertain, complex & ambiguous! So it is key that leadership creates an environment where discussions emphasize the numerous perspectives that accompany any project. While some will try to make every decision “black & white”, a thorough discussion can help train leaders to look at issues critically with a 360 degree view! To ensure that these discussions unfold, it’s key to have a diverse team that looks at issues from a strategic, financial, political, marketing, ethical, mission, operational, employee, governance & community view. It is key to have. variety of skill sets & views in the room - voices need to be heard & respected, & a leader must ensure that decisions are made crisply!

Fostering agility within your organization requires promoting a culture that prizes flexibility and rapid decision-making. This may entail streamlining procedures and empowering staff to act decisively without bureaucratic hurdles. Additionally, agility involves preemptive scenario planning to anticipate potential crises, ensuring your team is prepared for any eventuality. Cultivating an agile environment equips your organization to adapt swiftly when needed.

When facing a lack of resilience in crisis, organizations must act decisively. Look to Airbnb, swiftly adapting its platform during the pandemic to offer virtual experiences, diversifying revenue streams. Follow the lead of companies like IBM, which implements comprehensive resilience frameworks, incorporating risk management and contingency plans. Foster employee well-being, as exemplified by Google's flexible work policies, ensuring staff remain supported and productive amidst uncertainty. Embrace innovation and agility, learning from past setbacks to emerge stronger and more resilient in the face of future challenges.

Consider establishing multiple communication channels to ensure redundancy in case one fails. Regularly practice crisis communication drills to ensure clear, concise, and empathetic messaging throughout all levels of the organization. This will foster trust and minimize confusion during difficult times.

Communication channel open ways to find a solution to the existing problem and build credibility for you. It shows that you are not just a cop passenger, but a leader who is open to the ideas which are shared and want to take steps forward in resolving any crisis which is bothering the current situation. Open communication builds stronger, working relationships, fosters, conducive, working environment, and allows critical thinking . it also shows others that their opinion is valued and respected, which helps everyone in maintaining a great self-esteem and self image.

During crises, effective communication is essential. Strengthen resilience by setting up transparent communication channels and protocols. Ensure all team members understand whom to reach out to and how information should circulate during emergencies. Regularly rehearse crisis communication through drills or simulations to ensure readiness. Clear and timely information exchange greatly influences your organization's ability to navigate challenges.

The COVID-19 pandemic underscored the critical importance of consistent and frequent communication with our residents, families, and staff throughout the crisis. Transparency and regular communication are foundational to building trust, and any lapse in communication can significantly impact trust levels. Proactive communication is key, and we implemented a three-tiered approach to keep families informed. This included regular updates posted on our website, distribution of letters with updates, and sending emails directly to families to ensure they were well-informed about developments and measures being taken.

Organizations lacking resilience in crises must undertake a structured approach. Analyze failures and vulnerabilities, akin to Boeing's post-737 MAX crisis assessment, to identify root causes. Implement robust risk management frameworks, as seen in JP Morgan's stress testing, to anticipate and mitigate potential disruptions. Enhance operational flexibility and agility, like Walmart's rapid adaptation to online shopping demands during the COVID-19 pandemic. Invest in employee training and well-being initiatives, such as Microsoft's mental health support, to strengthen organizational resilience from within. By addressing weaknesses systematically, organizations can cultivate resilience to weather future crises effectively.

Leadership at every level is crucial for organizational resilience. Equip leaders with crisis management skills through training and mentorship. They must inspire confidence, think strategically, and communicate well with teams. Empowered leaders make swift, informed decisions, vital for resilience.

Building resilience within an organization is crucial for navigating crises effectively. Here are some steps to address the lack of resilience: Collaboration and Partnerships: Build strong partnerships with external stakeholders, including government agencies, industry partners, and community organizations. Collaborating with others can provide access to resources, expertise, and support during times of crisis. Learning and Continuous Improvement: After a crisis, conduct thorough post-mortem analyses to identify lessons learned and areas for improvement. Use this feedback to refine processes, update policies, and enhance resilience capabilities for the future. By taking proactive steps to address weaknesses and build resilience

Leadership not about hierarchy, but a trait which should be inculcated in every professional to fill in the gaps at any level of management. when you have more leaders, it makes the workplace decentralised. a good leader is a leader who cultivates more leaders for future future, and it keeps them with all necessary knowledge and skills which adds to the profit and success of any company.

Empower your team, listen to them, ensure periodic employee engagement sessions and provide feedback to salient issues raise during such fora.

Empowering leadership is crucial for organizational resilience in crises. It involves delegating authority, providing support & resources, fostering open communication, promoting autonomy & creativity, building trust, developing leadership skills, and recognizing success. Empowered leaders make informed decisions, encourage innovation, uphold ethical standards, and lead by example. Investing in empowering leadership cultivates a culture that thrives during challenges, fosters adaptability, and ensures effective crisis management.

To enhance resilience, embed it into your organization's culture. Focus on fostering an environment where continuous learning and psychological safety are prioritized, allowing employees to share ideas and concerns without fear. Celebrate both successes and view failures as vital growth opportunities. As an Agile Coach, I advocate for this approach because it doesn't just prepare you for crises—it builds a fundamentally stronger and more adaptable workforce. Start today by encouraging open dialogue and learning from every situation.

Think of a non-crisis time, one when the organization was most resilient recently. Step back and find a specific example. Perhaps it was when you dealt with a low-risk situation, or a problem that turned out to be relatively easy to solve. Look at the full system – the organization, teams, individuals. What was each part doing that contributed to more resilience? Because resilience is not a trait, but rather a state that will fluctuate over time, our choices, what we prioritize, our actions, influence it. A useful, practical and efficient to start – a lower hanging fruit – is to look at what you already do that works, and then plan to use it proactively now and deliberately during times of crisis.

With resilience, any issue can be dealt without getting overwhelmed. Resilience is all about inculcating strength in taking ownership for all actions, overcoming challenges and standing together in the time of crisis, which makes the system stand test of time. Overcoming the crisis shows that the values are in place and and challenges will be addressed with the right perspective and winning mindset. cultivating resilient mindset will help in having good interpersonal relationships trust, and fostering good working culture.

Resilience culture and agility go hand in hand in my opinion, especially in times of crisis. as a leader it is your role to inspire resilience and champion a bouncing forward mindset. Involve the team members and be transparent, make them involved in crafting the path forward so that they own it along with you. let yourself get surprised by the ideas that can be generated by the team members and let them feel your trust in their ability to overcome the crisis.

To foster a resilience culture, leaders must promote continuous learning, psychological safety, and celebrate successes while viewing failures as learning opportunities. This all starts with modeling and transparent communication. By providing support systems, encouraging collaboration, offering recognition and constructive feedback, and embedding resilience into the organization's values, leaders can create an environment where employees feel empowered to adapt, grow, and thrive in the face of challenges.

In a time of crisis, I look to two types of people. 1. The cultural leaders - those that people listen to 2. The business leaders - those who make the business money. By protecting those people (and the people that directly impact those people) I am able to improve stability, communication and resilience by using focus and prioritising the right people.

Coaching people is the key here. When we take the time and invest in our people, we will see results, but it takes time and consistency. People become resilient over time when they see it exemplified and communicated by the leaders at the company.

To bolster organizational resilience, invest in your team's well-being. Prioritize professional development and support systems such as counseling or stress management workshops. A mentally and emotionally robust workforce is crucial during crises, contributing positively when it matters most. As an Agile Coach, I've witnessed the transformative power of supporting employee wellness—it not only shows you care but strengthens the entire organization. Start today by ensuring your team has the resources to thrive, no matter what challenges arise.

Your employees are your most valuable asset in times of crisis. Invest in their well-being and professional development. This could include offering support programs, mental health resources, and training that enhances their skills in managing stress and uncertainty. When employees feel supported and valued, they are more likely to contribute positively to the organization's resilience.

The resilience of your organization hinges on the welfare of its workforce. Prioritize their growth with investments in professional development and support mechanisms such as counseling or stress management workshops. Strong mental and emotional well-being boosts employee contributions, fostering resilience and demonstrating a caring, proactive stance.

In my experience in countries like Venezuela, Hungary and India, with very volatile environments, I learned that building a strong and transparent strategy based on a great work with individual purpose connected with a strong vision of the organization is key. Whenever I arrived I would work in the individuals, starting with my leadership team, parallel to setting a vision that would represent our way to benefit society. Each year, even in the middle of crisis in Venezuela, we would sit to review our strategy and vision, having a clear common goal and working with individual purposes makes the organization align in goal, empowering the team to make conscious decisions. Without noticing, we build strong resilient enduring teams!

In my experience, addressing a lack of resilience in crises requires a multifaceted approach. Conducting a thorough analysis of vulnerabilities and risks, we developed contingency plans and established clear communication channels, similar to our response during a supply chain disruption. Emphasizing employee well-being, we implemented flexible work arrangements and provided support resources. By fostering a culture of adaptability and collaboration, we enhanced our organization's ability to navigate crises effectively and emerge stronger from adversity.

To enhance organizational resilience in crisis situations, start by evaluating and strengthening internal communication to ensure clarity and quick responses. Develop a robust crisis management plan that includes clear roles and responsibilities. Invest in training programs to improve adaptability and crisis management skills across the team. Lastly, foster a culture of continuous learning and feedback to adapt strategies from past experiences and ensure preparedness for future challenges.

Don’t wait for the next crisis. Regularly practice drills and simulations to see how well your resilience plan works and find ways to make it better.

I would add, communicate, communicate again and when you think you are done, continue communicating. Share what is the crisis about and why it is a crisis, invite the team members to share their views and listen actively to their perspective.