How can leaders cultivate resilience in their teams during times of uncertainty?

In today’s volatile business landscape, uncertainty has become the new normal, challenging leaders to maintain team performance and morale amidst constant disruption. How can they cultivate resilience in their teams to not just survive, but thrive in uncertain times? A recent McKinsey study reveals that organizations with resilient cultures are 3 times more likely to outperform their peers during periods of uncertainty. To shed light on this critical leadership skill, we’ve invited two expert contributors to share their insights on fostering team resilience.

Our speakers offer diverse perspectives on cultivating team resilience. Their combined expertise highlights key themes such as adaptability, transparent communication, and creating a supportive environment. These strategies provide event planners and decision-makers with actionable insights to build stronger, more resilient teams. Let’s explore how our first contributor, Alex Staniforth, draws from his experiences surviving two Everest disasters to help organizations embrace challenges and build resilience.

Alex Staniforth

Alex Staniforth, a record-breaking adventurer and resilience expert who survived two Everest disasters, explains how leaders can cultivate resilience in their teams during times of uncertainty. He emphasizes three key strategies: preparedness, reframing, and vulnerability.

Preparedness is crucial for managing anxiety about the future. Staniforth advises, “Keeping people informed, keeping that communication go, talking about the facts in that situation, allows us to look at possible solutions in advance to feel prepared.” This approach helps teams take control in seemingly uncontrollable situations, reducing stress and anxiety. Reframing focuses on identifying positive opportunities, even in challenging circumstances. Where our attention goes is where our energy goes,” Staniforth notes, highlighting the importance of directing team energy towards constructive outcomes.

Vulnerability is the final component of Staniforth’s resilience-building approach. He emphasizes the need for connection and support within teams, stating, “We need to know people have our back, that we’re not on our own.” Leaders who demonstrate vulnerability create a safe space for team members to express their feelings and concerns openly. This fosters a supportive environment where challenges can be addressed collectively.

As we explore resilience-building strategies, it’s clear that effective leadership during uncertain times requires a combination of proactive planning, a positive mindset, and open communication. By implementing these techniques, leaders can help their teams not only weather uncertainty but emerge stronger and more cohesive.

Rob Hosking

Rob Hosking, a former front-line police officer and international TEDx motivational speaker, offers a unique perspective on how leaders can cultivate resilience in their teams during times of change and uncertainty. Drawing from his experiences in high-pressure environments, Hosking emphasizes three key strategies: adaptability, transparency, and open communication.

To cultivate resilience, leaders should first focus on helping their staff become more adaptable. Hosking suggests, “It’s about letting go of the fear of the unknown, or letting go of our control and their need to control everything.” By embracing adaptability, teams can develop a more positive relationship with change, enhancing their overall resilience. This approach complements previous speakers’ insights by highlighting the importance of flexibility in uncertain times.

Transparency is another crucial element in building team resilience. Hosking explains, “When we’re transparent, especially when change is there, it can help people become more resilient.” By providing clear and honest information, leaders can prevent negative speculation and rumours that often arise during periods of uncertainty. This transparency fosters trust and helps team members feel more secure, even in challenging situations.

Lastly, Hosking emphasizes the importance of open communication. He advises leaders to “talk less, listen more, especially the time of change of uncertainty.” By creating an environment where team members feel heard and their concerns are acknowledged, leaders can strengthen the team’s collective resilience. This approach aligns with previous speakers’ emphasis on creating a supportive environment, while specifically focusing on the power of active listening.

As we continue to explore strategies for cultivating team resilience, Hosking’s insights offer practical, actionable steps that leaders can implement immediately. His experience in high-stakes situations provides a valuable complement to our growing toolkit for navigating uncertainty and change in the workplace.