A resilient team is one in which employees have a shared sense of purpose and connectedness.

The Connector creates cultural experiences and means of engagement that allow for better collaboration.

The Connector encourages cross-functional collaboration to draw on the diverse set of skills and capabilities within an organization.

They provide cross-functional teams with a shared purpose and provide them with the autonomy to solve problems, seize opportunities, experiment, innovate and make decisions within provided parameters.

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The Caretaker makes sure that there is psychological safety in the workplace.

The term ‘psychological safety’ was first coined by Amy C. Edmondson in her 1999 research study of workplace teams. Edmondson is a Harvard Business School professor and defines psychological safety as:

“Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes."

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The Autonomizer provides employees with autonomy which is the freedom to do their job their way.

Autonomy gives employees the power to shape their work environment in ways that allow them to perform at their best.

The benefit to both the employee and the organization is that employees are happier, more engaged, more committed and motivated, more productive and less likely to leave the organization.

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The Identifier identifies the signs of low resilience early and takes immediate action. When an individual shows signs of low resilience it is often a mental health issue.

It could be the result of stress, anxiety, fatigue, or other factors.

The Identifier constantly looks for signs of low resilience so that action can be taken before the situation worsens.

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In this conversation I am talking with Katie Jones, Director at CultureFit HR.

We discuss high performing teams.

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I had the great pleasure of appearing live on the “Black Belt Leader” Ticker TV show.

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The Communicator has excellent communication skills. Effective communication builds positive relationships, which promotes resilience at work.

The Communicator keeps everyone informed about what is happening. When people feel engaged and involved with what is happening around them they are far more resilient than they would be if they felt they were being kept in the dark.

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Building, maintaining and sustaining a resilient workforce requires leaders not managers.

The Leader provides individuals with guardrails or principles by which they operate.

The Leader provides clarity of purpose. When leaders are clear about what needs to be achieved and why, everyone is on the same page. Everyone is working towards the same goal.

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Talking with Fatimah Abbouchi from the Agile Management Office.

We explore is the Project Management Office out of date and what the Agile Management Office look like.

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In my leadership model for resilience, I have assigned leaders twenty superpowers that should aspire to master over time.

These superpowers are all traits and capabilities that leaders need to create a resilient workforce.

Using these superpowers not only increases resilience but also increases employee engagement, motivation, performance and productivity.

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From my perspective, there has been a lot of talk about resilience in the workplace throughout 2019 but little action.

Firstly, let me be clear that when I talk about resilience in the workplace, I am not talking about resilience in the face of bullying and harassment, bad bosses, toxic environments and the like. Those things are the cause of low resilience in the workplace and should be eradicated.

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Adaptive leaders are able to align the adaptive leadership team around a shared sense of purpose and value. Everyone then has the autonomy to take action.

Organizations now need a platform for collaboration. Employees already have the information, it just needs to be farmed and shared effectively.

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Role fluidity is at the heart of total football. Every player is prepared to move into another playing position as the game dictates. No player is in a predetermined role at any point. 

Adaptive leadership teams move fluidly both horizontally and vertically across roles. 

Leadership has to be shared and be allowed to emerge given a particular context. In a VUCA world, we cannot rely on a handful of people with grand titles to lead the organization at all times and in all situations.

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Perceive and play enables adaptive leadership teams to make quality decisions quickly. They process the information they are presented with and can take action quickly, as needed. They are able to change direction rapidly.

Adaptive leadership teams experiment to discover what works and what doesn't.

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Adaptive leadership teams have total alignment. Just as a soccer team has a shared goal, the adaptive leadership team is completely aligned about the desired outcomes while respecting the diversity of experience, opinions, and perceptions within the team.

Information technology now allows adaptive leaders to read the signs (perceive) and react accordingly (play).

This organization has continuous learning embedded into its being.

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Exploring project management success with Jeanette Cremor - Project Success Specialist.

We talked about the dynamic duo - project sponsor and project manager; common problems experienced on projects; solving the right problem at the right time; project success with the right people; and AAA organisations.

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In this series of posts I am exploring Adaptive Leadership Teams.

Leadership is a team effort. Everyone has to lead and be adaptive.

The concept of Total Football encapsulates the concept of adaptive leadership teams.

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Adaptive leaders, while avoiding command and control management or micromanagement of employees, must ensure that the strategic intent and objectives are clear.

Adaptive leaders must embrace uncertainty and adopt new tactics if they play to win in the face of constant and relentless change.

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Basically you have two choices in the face of volatile, uncertain, complex and ambiguous change that is also constant.

Lie down and take it or step up and make it.

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Making good and timely responses is at the crux of adaptive leadership. In a rapidly changing environment, the adaptive leader and their employees need to be ahead of the game. They need the capability to detect, filter, and decode signals so that they can anticipate what is coming and respond accordingly. 

Adaptive leaders teach and coach their employee that change is constant and the plans we made yesterday may have to change tomorrow. Employees feel a sense of calm when plans change because it was expected. 

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