Revive and Thrive

Revive and Thrive


Hello,

Firstly, I hope you're doing good? - I know January has felt like a long month!

Last week I was in the garden, thinking about all the jobs I needed to do, and was daydreaming and planning my veg patch - what I would grow and where.

And then today, boom, look what happened, seemingly appearing out of absolutely nowhere...

What I took from this, is a reminder about the power of springing into action, the power of reviving and thriving. To 'spring into action' means to start doing something quickly. This is often in response to a stimulus and after spending time waiting to start.

In the ebb and flow of organisational life, there are seasons of abundance and seasons of challenge. Just as nature transitions from winter to spring and summer, workplaces also undergo cycles of dormancy, revival, and thriving.

Drawing inspiration from the concept of "wintering," where periods of rest and reflection precede growth, let's think about how workplaces can navigate these seasons (metaphorically, and very much not tied to the actual seasons!) to cultivate resilience and foster a culture of continuous improvement.

I'm going to start this with a little excerpt from my book to set the scene...


"Leaders must adapt to the world around them, the needs of their people and the organization. The world does not stand still and neither do the organizations and people that define the world we are in. Like a plant, an organization, its culture, teams and individuals are part of and make up a living system. A wilting organization that is nurtured by the right people, culture and innovations will resurrect. With further nourishment, the organization and its people will thrive. A thriving workplace that is neglected and deprived leads to wilting. Where nourishment is thwarted by toxicity, poor leadership and bureaucracy, it will lead to the death of the organization. The start, the direction of travel and the ultimate destination is not a linear process for each leader, individual, team and organization. Each will go on their own journey and through their own life cycle, and with their own challenges and remedies, which ultimately determines the travel of the organization. Sometimes, it must get worse before it can get better. When an organization and its people start to wilt, the crossroad has been reached; whether the leadership and people will nurture or be thwarted will determine the next stop for the organization. (The Human-Centric Workplace, p143-144)
The Human-Centric Workplace page 144



Wintering: Embracing Rest and Reflection

  • Wintering is a natural phenomenon where plants and animals retreat into a state of dormancy to conserve energy and prepare for the challenges ahead.
  • In the workplace, wintering could represent a period of introspection, learning, and renewal. A time for employees to recharge, reflect on past experiences and gather strength for the journey ahead.
  • Leaders would support this process by encouraging work-life balance, providing opportunities for professional development, and fostering a culture of self-care and mindfulness.

Reviving: Awakening from Dormancy

  • As the metaphorical frost begins to thaw and signs of spring emerge, workplaces would transition from a state of dormancy to one of revival.
  • The period of awakening would be marked by renewed energy, enthusiasm, and a sense of purpose. Employees emerge from their wintering period with fresh perspectives, new ideas, and a readiness to take on new challenges.
  • Leaders would play a crucial role in facilitating this transition by rekindling motivation, reinforcing organisational goals, and creating opportunities for collaboration and innovation.

Thriving: Blossoming into Summer

  • As the spring gives way to summer, workplaces would enter a season of growth and abundance.
  • Teams harness the momentum generated during the revival phase to achieve their goals, drive results, and make meaningful contributions to the organisation. This is a time of creativity, productivity, and celebration, where employees feel empowered to unleash their full potential and make a positive impact.
  • Leaders would continue to nurture resilience by recognising achievements, fostering a culture of appreciation, and providing support for ongoing development and growth.

Nurturing Workplace Resilience Year-Round

While each season (phase of change) would bring challenges and opportunities, resilience is a year-round endeavour and requirement. Humans as a species are resilient by nature – how else would we have survived thus far?

Resilient employees are able to manage stress effectively, so it is not overwhelming and detrimental. They practice self-care to avoid burnout, and they are their true authentic self, behaving in line with their core values. (Davis-Laack, 2014, Addicted to Busy)

Workplaces are a source of stress, redundancies, deadlines, organisational change, disaster recovery, competition, politics, technology that does not work, and misaligned values and cultures. We need our people to be tenacious, to welcome challenges, to problem solve and ultimately make the most out of even the worst situations.

Top Tips to build organisation-wide resilience:

  1. Clear Communication: Transparency and open communication are crucial for trust. Ensure employees have access to information, updates, and resources through multiple communication channels. Meetings, slack, newsletters, portals etc.
  2. Trust - your people need to know that the leader has their back.
  3. Commitment - to prioritise employee well-being and foster a sense of belonging. A healthy and resilient workforce is better equipped to handle challenges and contribute to organisational success.
  4. Tools and training - Time, reflection, practice, patience and perspective. Leverage technology and innovation to streamline processes, enhance efficiency, and adapt to changing market conditions. Invest in digital tools, automation, and data analytics to gain insights and improve decision-making capabilities.
  5. Adaptability - Equip employees with the skills and mindset needed to navigate change effectively, whether it's through training programs, mentorship opportunities, or cross-functional collaboration.
  6. Collaboration - Encourage knowledge sharing, cross-functional projects, and peer support to build a sense of unity and collective resilience.
  7. Celebrate and learn - Celebrate achievements and milestones as a team to boost morale and motivation. Encourage a culture of learning from failures by conducting post-mortem analyses, identifying lessons learned, and implementing improvements for the future.
  8. Time, reflection, practice, patience and perspective.


Human-centric workplaces support their people to build resilience in order to handle the stressors that life throws their way. By embracing the principles of wintering, reviving, and thriving, organisations can create a culture that sustains resilience and growth.

Do you have any experiences to share or additional top tips?

Be a good human,

SFJ.



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