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Building resilience and managing in dynamic unpredictable challenging times, 23 June 2020


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Building resilience and managing in dynamic unpredictable challenging times
Tuesday 23 June 2020

presented by
Trudi West

The link to the write up page and resources of this webinar:

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Building resilience and managing in dynamic unpredictable challenging times, 23 June 2020

  1. 1. Association for Project Managers Building resilience and managing in dynamic unpredictable challenging times. Trudi West Triple Accredited – Benchmarks of the Quality and Standards in Education we provide
  2. 2. Trudi West Leadership Faculty & Action Researcher
  3. 3. What to expect today….
  4. 4. A chance to take a break & sharpen your axe
  5. 5. The intention for this session • What is Personal vs Team Resilience • Acknowledge the challenging times you have been working through • Use the Clipper Round the World yacht race findings to help you frame your environment • While you can't prepare for everything, your can be more resilient and be responsive to anything
  6. 6. Personal Resilience Definitions Psychological Resilience “The positive capacity of people to cope with stress and adversity” Mechanical Resilience “The physical property of a material that can return to its original shape or position after deformation that does not exceed its elastic limit”
  7. 7. Tough times build resilience if…
  8. 8. Personal Resilience Protection Factors Organisational • Control • Influence • Change as a challenge • Personal vision • Flexibility and adaptability • Social connectivity • Learning from feedback Physiological • Sleep • Exercise • Diet Psychological • Confidence in own abilities • Interpersonal confidence • Self-awareness • Optimism • Family and friends’ network
  9. 9. Team Resilience “The process of managing pressure effectively across the team as a whole, and the outcomes of doing so, that further strengthen the capacity of the team to deal with future challenges and adversity” Flint-Taylor & Cooper
  10. 10. Team Resilience Personal Resilience of Team Members Diversity in the Team Team-level Positivity Balanced Leadership Style High Levels of Well-being Sources of workplace pressure and support well managed © Flint-Taylor 2013
  11. 11. The Bath Analogy
  12. 12. A story about a sailing race…
  13. 13. The Clipper Sailing Race Have taken what’s useful from the findings to help you frame, and then develop the environment for your teams… • To consider multiple perspectives and still align with each other • To help focus on the capabilities required now • To reflect on the level of autonomy necessary – and why? While you can't prepare for everything, you can develop your team's resilience and responsiveness to anything…
  14. 14. Imagine you’re leading a crew…. • Your direct team • Project teams • Experiment groups • Departments • People you live with
  15. 15. Main finding: ‘Winning’ means different things Winning’ was not straight forward • Win… be “first past the post” • Be safe… “safety is a given” • Be competitive enough… “stay out of the bottom half” • Have fun… to be a ‘happy boat’ • To “see dolphins and the Golden Gate Bridge”? • To stay on the boat and “not fall off”!
  16. 16. Another finding - The sailing was the easy bit “The sailing, I find the easy bit” “The crew, that’s what makes the job so hard I think; all the crew come on board with their expectations” “The challenge… not so much the sailing, although that is an enormous challenge, but moulding the crew and leading them” “I knew that the human side of it was probably going to be as big a challenge as the sailing side of it, and it certainly has, without a shadow of a doubt” “Sailing’s the easy bit; it’s the management of people and that is the hard bit. And it’s really hard. It’s the psychology; that’s, that’s the hardest part”
  17. 17. Outcomes Despite extreme weather conditions, performance pressure, close confines and physical exertion… • Positive outcomes ⎻ Taking responsibility ⎻ Putting in an ‘awesome effort’ to achieve the best result possible ⎻ The majority of the team ‘pulling their weight’ • Negative outcomes ⎻ Fraction: ‘teams-within-teams’ ⎻ Friction: slowed people down
  18. 18. Friction A ‘physical or moral impediment to action’ • Consumes energy and impairs agility • Occurs with uncertainty or distraction • Gets in the way of performance
  19. 19. Friction - Our Current Experience Covid-19 Future Day to day
  20. 20. What is currently causing friction for you? Please respond in the chat box
  21. 21. The Virus Itself Covid-19 • Physical threat • Losing people • Feeling vulnerable • Front line bravery… Covid-19 Future Day to day
  22. 22. • How national policies play out • Face masks and protective equipment? • News headlines & social media • Hand washing • Social distancing • Lockdown • Not seeing family and friends • Resentment… How the virus impacts our day to day Covid-19 Future Day to day
  23. 23. Impact on our day to day • Working at home • Finding our ‘space’ • Home schooling • In touch with banks etc. • Being together – or alone – all day! • Endless Zoom* calls • Can’t exercise • Singing from balconies • Zoom parties and quizzes • Celebrating the NHS • Catching up with life • Excuse not to exercise Covid-19 Future Day to day
  24. 24. Decisions today that affect the long term • Being furloughed? • Redundancy? • Pension? • Not knowing what’ll make a difference long term • Where to invest energy? • Adapting ways of working… Covid-19 Future Day to day
  25. 25. Future Considerations • Will I survive financially? • Recession? • When will I have a holiday? • When is ‘life after’? • Education • Brexit? • New opportunities • Impact on the environment Covid-19 Future Day to day
  26. 26. Future Long term impact of the virus • Testing? • Vaccinations? • Tracked digitally? • When are we safe? • How will borders be managed? • What will happen politically…? • Is this a permanent shift? Covid-19 Future
  27. 27. All while… Experiencing… • Difficulty sleeping • Vivid dreams • Trouble focussing • A lack of motivation • Guilt • Eating too much • An impact on mental health and wellbeing As well as…. • A new kind of connection with people • Opportunities to do something different • A sense of calm as not rushing everywhere • A chance to catch up • An excuse to just …
  28. 28. Back to the race…
  29. 29. Alignment A combination of ‘common identity’ and ‘common intent’ • Common identity: draws people together • Inclusive • Value what’s important • Separate identity from performance • Common intent: moves people forwards • What is OUR intention? • Also, share honestly what we each want & need as individuals • Have ‘Cards on the table’ conversations
  30. 30. Capability The development of skills and processes required for leading, learning and living together Friction and uncertainty reduced when skippers developed: • Clear and consistent processes that reduce friction, not create more (can be developed together) • Technical capability – how to sail a boat, return from lockdown etc • People capability – managing expectations, integration, communication, trust & support from each other
  31. 31. Autonomy The degree to which a crew have discretion to act and organise themselves; related to responsibility and control High autonomy: • Respond to ‘why’ • High level of complexity • Make decisions • Act within ‘common intent’ Low autonomy: • Respond to ‘what’ • High level of control • Told what to do and how to do it
  32. 32. What next - Where is your team? Alignment Capability Autonomy
  33. 33. So what? Covid-19 Future Day to day • Make some time to think about what any of this means to you • How might you use these frameworks, stories and metaphors to have a different quality conversation with your ‘teams’
  34. 34. © Ashridge Executive Education 2020
  35. 35. Questions?
  36. 36. Contact Trudi West Leadership Faculty & Action Researcher Ashridge Executive Education