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Some days you eat the bear …
Dave Wessel PMIWDC
Managing Partner Fairview Park Luncheon
Arctos Associates, LLC September 14, 2011
252-573-0551
Building RESILIENCE
Presentation Outline
Define “Resilience”
Joe “The Bear” Williams’ Grizzly Story Glacier National Park June 18, 1959
Resilience Model Seven Key Characteristics
Building Resilience Individual Skill Organizational Competency
Building Resilience
Resilience is important because …
Resilience Defined
“The capability of a strained body to recover its size and shape after deformation (caused especially by compressive stress);
An ability to recover from or adjust easily to misfortune or change”
Merriam-Webster On-Line Dictionary
Resilience Defined
“a set of characteristics that enables individuals or organizations to bounce back, recover and grow from stressful situations”
- Arctos Associates, LLC
Resilience Defined
“Possessing a resilient mindset does not imply that one is free from stress, pressure and conflict, but rather that one can successfully cope with problems as they arise.”
The Power of Resilience
Robert Brooks & Sam Goldstein
Joseph L. Williams
National Public Radio/WUNC
“The Story” - Dick Gordon
www.thestory.org/archiveJuly 3, 2008
Associated Press - June 15, 2009
“Grizzly Bear Victim, Savior to Meet in Montana”
“Joe’s Horrible Story”
Glacier Park Magazine
August, 2009
PER
SEV
ER
AN
CE
CO
MPA
SS
ION
CO
NFID
EN
CE
HU
MO
R
FLEX
IBILIT
Y
HONESTY
BALANCE
RESILIENCE
Honesty
“When we truly stare down reality, we prepare ourselves to act in ways that allow us to endure and survive extraordinary hardship. We train ourselves how to survive before the fact.”
Diane L. Coutu:
“How Resilience Works”
Harvard Business Review, May 2002
Building Individual Resilience
Build time into your day for self-assessment and reflection
Ask others for feedback – work to draw out useful information
Get in the habit of gathering information – avoid jumping to conclusions
Commit to being honest Develop a strong relationship with a
“mentor”
Building Organizational Resilience
Organizational Honesty requires: A systematic approach to gathering and analyzing
information regarding markets, customers, competitors A willingness to identify and track meaningful
measures of performance Understanding and acknowledging the organization’s
core capabilities, strengths, and weaknesses Honesty regarding resource capacity and requirements A commitment to sharing information openly with
employees and other stakeholders Creating an atmosphere of trust – if someone brings
“bad news” they won’t be punished
Building Organizational Resilience
SWOT Analysis Competitor SWOT Customer Surveys Employee Surveys Quality Audits SCAN - Situation
Appraisal
Baldrige Criteria ISO Six Sigma Lean MRRP 360° Evaluations
Building Individual Resilience
Perseverance is enabled by: Establishing clear goals – both long-term and
short-term Belief in yourself and your goals Previous experience – successes and failures Support from others Accepting that it won’t be easy
Remember the words of Vince Lombardi: "We never lost a game, we just ran out of time."
Building Organizational Resilience
Perseverance requires: Clear, well understood strategic and operational
goals Using information from the corporate
environment to identify a need for new or modified tactics
Documented and consistent processes Continuous learning and improvement Acknowledgement and support of diversity Unwavering support/commitment of senior group What else?
Building Individual Resilience
Understand the goal Be willing to take alternative paths Look for signals that approach must
change Ask others for ideas on new solutions Trial and error is often the key Examine and set aside assumptions that
limit creativity and innovation
Building Organizational Resilience
Understand the goal Be willing to take alternative paths Support learning - Assess training needs and
create a skill development plan Include team building exercises and cross-
functional training Learn and use risk management tools to
support appropriate risk-taking Support diversity
Copyright © 2009 Arctos Associates, LLC All Rights Reserved
Building Individual Resilience
Read and study Train and practice Set clear goals Start with “Baby
Steps” (short-term) Celebrate your
successes – and analyze them
Keep your eye on the prize
Plan for success Rely on a trusted
friend & advisor, but don’t let them dissuade you
Remind yourself of past successes
Building Organizational Resilience
Recognize Core Competencies and Key Capabilities
Identify improvement opportunities (SWOT, Situation Appraisal)
Learn from the Best Practices of other organizations
Use an objective third-party assessment
Set clear goals and expectations for day-to-day and emergencies
Start with “Baby Steps” … then seek continuous improvement
Celebrate your successes but keep your eye on the prize
Don’t let early failures dissuade you
Copyright © 2009 Arctos Associates, LLC All Rights Reserved
Building Organizational Resilience
Organizational confidence comes from: A culture that supports creativity and innovation Building successful experience through some form of PDCA
(Plan-Do-Check-Act) Managing risks to support risk-taking Assess training needs & create a skill development plan A balance of rational decision-making and creative intuition Allowing for failure – and capturing lessons learned Celebrate your successes but keep your eye on the prize Don’t let early failures dissuade you
Copyright © 2009 Arctos Associates, LLC All Rights Reserved
Building Individual Resilience
Compassionate leaders… Make an effort to see the other person’s point of view Work hard at maintaining relationships Have a “servant” mindset Remember when they were in a similar situation
(empathy) Verbally and by their actions show appreciation Learn to manage and minimize anger Don’t hold grudges or dwell on the past Don’t make a mountain out of a molehill…or vice
versa
Building Organizational Resilience
4 measures of an organization’s “compassion competence” are: The scope of compassionate response The scale of compassionate response The speed of response The specialization of the response
Dutton, et al:
“Leading in Times of Trauma”
Harvard Business Review – January, 2002
Building Individual Resilience
SMILE! Studies show that the act of smiling improves mood Identify sources of humor and fun that appeal to you Set time aside every day to access these sources Envision yourself well into the future and how you will look
back and laugh at the situation (“fast-forward”) Find something positive in the situation (anything – no
matter how small) Make up a joke (cartoon) to show the positive or humorous
aspect of the situation Remember better times and remind yourself that they will
return What else?
Building Organizational Resilience
“We worked with the Great Place to Work Institute -- you know them from Fortune's annual Best Places to Work issue -- and found that companies that scored the highest in fun and levity were the ones that made the list.”
“These companies, incidentally, produced up to five times higher returns on investment than the S&P 500 in one study.”
Scott Christopher, coauthor of The Levity Effect: Why It Pays To Lighten Up
Building Individual Resilience
The well-balanced individual seeks to balance priorities of work, family, health, community, and personal interests
A resilient individual seeks to maintain a balance between the components of the Resilience Structure™
No one part of the structure should be taken to an extreme
Building Organizational Resilience
Principles of Organizational Balance: A well-rounded company is like a well-
rounded person; balancing the various priorities of work, family, charity and personal interests.
Companies, like individuals, will be resilient if they work to balance the key components of the Resilience Structure™
Leadership team should manage the balance No component should be taken to an extreme
Building Organizational Resilience
Senior leadership must accept responsibility for the organization’s actions
Decision-making process allows for a balance of business needs and needs of people
Rational problem-solving (think first, then act)
Balanced by intuitive problem solving Be consistent, but not inflexible
Building Resilience
“When we truly stare down reality, we prepare ourselves to act in ways that allow us to endure and survive extraordinary hardship. We train ourselves how to survive before the fact.”
Diane L. Coutu:
“How Resilience Works”
Harvard Business Review, May 2002
Building Resilience
We Offer:
Conference Presentations
Keynote Speeches (Joe Williams)
Building Individual ResilienceOne Day Course
Building Organizational ResilienceTwo Day Course
Organizational Resilience Assessments
ContactDave Wessel
Managing Partner