The Bounce Redville Resilience Program


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An overview of The Bounce - how Redville helps teams stay focused and high performing during change.

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  • or a Change, or a prolonged stress, or other challenging situation When people experience change, they undergo an emotional response that results in a disruption to their usual behaviour that affects productivity and may disrupt relationships negatively.
  • Resilient people experience the same difficulties and stressors as everyone else, but they have learned how to deal with life's inevitable difficulties – this ability sets them apart
  • Absenteeism and Presenteeism: Journal of Occupational and Environmental Medicine, Vol 51, #3, March 2009 looked at effects of alcohol use, back pain, drivign risk, physical activity, well-being, stress, tobacoo use, weight, Blood Pressure and Cholesterol each additional health risk increased productivity loss by 2.4%
  • 1 st para: Think about a robust manufacturing site that is able to withstand a flood or hurricane. 2 nd para: think about the ability as a leader to respond quickly in a crisis and actually exert leadership to help others cope – 9-11 is an example. In particular, leaders must have the capacity to withstand more risks and to “bounce” back faster than others.
  • Employees bounce back more quickly from a change You’ve anticipated some changes and moved quickly to manage risks Etc.. Flesh this out
  • . Soure, Dean Robb, MA, MS
  • The Bounce Redville Resilience Program

    1. 1. The Bounce™ A Program for building individual, organizational, and leadership resilienceP u r p o s e . C la r it y . P o w e r...
    2. 2. Why Waste a Good Crisis?W henever there is a change, there is a loss… loss always brings about some and degree of grief reaction.”e each have unique capacities to respond to change and stress …these responses form a continuum from being depleted andimmobilized – to coping – to thriving.esilience enables The Bounce™ so that we recover faster and arebetter equipped to find advantage in challenging situations P u r p o s e . C la r it y . P o w e r...
    3. 3. Having The Bounce™ is critical • First and foremost we need to get back on track as quickly as possible – to regain productivity • Then we are able to find new ways of doing things, to find new opportunities -- to gain significant competitive edge • Consider the following …P u r p o s e . C la r it y . P o w e r...
    4. 4. Change occurs all the time • Personal change in circumstances (illness, family issues, financial stress) • Organizational changes (new CEO, new structure, improvement projects, new systems) • Prolonged stressful environment (company sale or merger, economic downturn, new product launch, succession uncertainties) • Major stressful event (downsizing, a safety or environmental incident, bad debt or loss, failed new product)P u r p o s e . C la r it y . P o w e r...
    5. 5. When change occurs, our focus is onregaining our equilibrium and productivity. Business as usual The change Finding the advantage Dealing with the change and regaining productivity Immobilized The faster you get your Bounce back, the faster you can regain productivity AND start finding the advantage in your new realityP u r p o s e . C la r it y . P o w e r...
    6. 6. A resilient person• Regains balance and keeps going despite adversity• Understands their own strengths and abilities• Has confidence in their ability to persevere because they have done so before• Anticipates change and challenges• Finds meaning amidst confusion and tumult• Don’t feel pressure to conform but take pleasure in being unique• They are willing to go it alone if necessaryP u r p o s e . C la r it y . P o w e r...
    7. 7. How do you get The Bounce TM G A IN P E R S P E C T IV G A IN E P E R S P E C T IV E : E N S U R E YO UContinuallyP P O R T :H A V E S U keepyour eyes on the E N S U R E YO U H A V E S U P P O R TThisKis about E Y O Ubroader S U RM A E context.ensuring your Y O UWhatEare H A THAV W othercommunity is :strong. NEEDpeople and Your community BEWhether O S E F U L it’s M A K E S U R E YO Uorganizations PURPmay include family,sufficient T Y O U R H A V E W H A T YO U A B O U financing,experiencing? NEEDfriends, E staff, or : theWhenR Ocolleagues,theD INand R I O N O HO right U how H C T W havementors, advisors,technical capabilityyou dealt with E : YO U A R aBeing clear about BEcoaches,what’sto tackle teachers.similaryourself – situation?Know the andyour vision PURPOS EFULKeep – make sureahead. A B O U T YO U RGet different, variedyour assets, strong.goals provides theconnections youyou have what D IR E C T IO Nperspectives. toliabilities, values,focus you needneed. HONOcapabilities, areasstay the course. URwhere you need WH Osupport. All viewed YO U AREthrough the contextof your u r p o s e . C l a r i t y . P history. P o w e r...
    8. 8. Why does individual resiliencematter to an organization? Business as usual The change Finding the advantage Dealing with the change T he D ead Z one and regaining productivity L ost time and productivity Immobilized Resilient individuals move through this dead zone more quickly – and sometimes predict it’s coming and avoid it all together – they are resistantP u r p o s e . C la r it y . P o w e r...
    9. 9. The Cost of Poor Resilience • Absenteeism • Underutilized production capacity • Presenteeism • Cost of cleaning up mistakes • Worker’s Compensation • Lost opportunities • Health Insurance Costs • Low morale / poor customer • Accidents and injuries service • Decreased Performance • Lack of alignment and • Low customer satisfaction inconsistent goals • Low employee engagement • Duplicate efforts • Low retention • Decisions not being made Company specific items…P u r p o s e . C la r it y . P o w e r...
    10. 10. One strategy is to wait for a change to happen and then swing into action. Or… You could start to build employees’ and leaders’ resilience as a risk management strategyP u r p o s e . C la r it y . P o w e r...
    11. 11. Just as we build our physical infrastructure, systems andprocesses to withstand risk events, we must build aresistant and resilient workforce in advance of risk events,not simply in response to those events.… this is called “building capacity”Just as we manage the impacts events have on ourphysical infrastructure, our systems and our workprocesses, we must manage impacts on our people.…..this is called “managing impacts”.P u r p o s e . C la r it y . P o w e r...
    12. 12. Here’s how your organization will look once youbuild resilience into your risk managementstrategy Business as usual The change Finding the advantage Reduced or eliminated Dead ZoneA resilient organization gains advantage over time through beingable to simultaneously•Deliver excellent performance against current goals•Effectively innovate and adapt to rapid, turbulent changes in markets andtechnologiesP u r p o s e . C la r it y . P o w e r...
    13. 13. resilient organizationas clarity of purposes forward thinkingas an environment characterized by support, trust, and opencommunicationsmploys people that are proactive and have personal opennessnd is able to:reate structure, not dissolve itP u r p o s e . C la r it y . P o w e r...
    14. 14. The leader’s role Employees look to their leaders to demonstrate appropriate responses and behaviors in times of change and stress. Leaders must bounce quicker as individuals so that they can be effective in the eyes of their followers. They help to pull employees out of immobility, back up that productivity curve and towards the opportunities that exist.  Focus on the future  Promote the vision  Increase your communication effort  Demonstrate unwavering commitment  Involve everyone  Provide a living example  Don’t trust loyalty – re-engage people  Make Structural and administrative changesP u r p o s e . C la r it y . P o w e r...
    15. 15. How do you get The Bounce TM ?Redville has tools and techniques to help you build yourresilience capacity…. For individuals, leaders and for the wholeorganizationThe payoff is….•Reduced absenteeism•Higher capacity utilization (less downtime)•Lower personnel costs for risk recovery activities•Faster to market advantage•Higher morale, employee engagement, employee retention•Greater alignmentP u r p o s e . C la r it y . P o w e r...
    16. 16. Elements of our ResilienceProgramsorkshops for groups of individuals on the impact of change and thebuilding blocks of resilience – Individual and team resilience assessments – Debrief and action planning in a group setting – Individual and one:one support from HR or Managerptional one:one coaching on all aspects of a personal resiliencebuilding programupport of HR business partners and leaders on their role inbuilding / sustaining a resilient workforce – Coaching a resilient workforce – Systemic solutionsP u r p o s e . C la r it y . P o w e r...upport to the leadership team on building a resilient organization