How to improve reslience
There are also a number of ways that organisations could create more resilience among staff – helping them to better manage the pressure and stresses of daily working life. A significant change would happen if individuals were encouraged to take more ownership of these issues within their own business areas, e.g. a senior manager could review how the business unit operates and what might help to create more resilience.
And teams might regularly discuss what helps make the team and individual members more resilient. We also think there could, and should be, higher levels of investment in learning and development.
For their own learning and development
Less than half of managers who responded to the survey say that their organisations provide sufficient time for team development and just over half say this is the case for their own learning and development.
Any organisation wishing to improve performance should look at their own situation – it should be a clear majority of managers who respond positively to such questions as these. The contrasting views of two of the managers who took part in the survey illustrate very different perspectives.
What managers say
The first person highlights the problems experienced in some organisations and described by some managers in our survey. These are problems which could be resolved:
“Some change projects here are a disaster – they all follow the same path to doom: over-promising benefits; under- estimating requirements and time; missing deadlines and degenerating into warfare and quarrels or pretending everything is OK … we need instead to learn, and also to build on learning from even unrelated projects. I know I may sound disenchanted but it is really just frustration that we keep making the same mistakes over and over without learning.”The second manager describes a great place to work:
“We are a values based organisation that attracts, recruits and empowers people with a strong belief and value system. We have annual retreats and team building times. Our people are regularly engaged in work groups and asked for their opinions on new initiatives. We are developing systems that allow for greater innovation and R&D. The managing style of the business is ‘high accountability’ but ‘low direction’ which requires strategic planning but also provides freedom for employees to chart their own way forward.”