How Does a Manager Impact Team Resilience?

As a manager, you have a substantial impact on your team given the additional influence and authority assigned to your role.

This means you can promote, or detract from, resilience through your personal role-modelling and your support for actions that foster team resilience. Whether you want to, or not, you directly influence the workplace climate and the unwritten rules of how things operate within your team.

The Resilience at Work (R@W) Scale was designed in 2011 by organisational psychologist Dr. Kathryn McEwen and psychological wellbeing researcher Dr. Peter Winwood. It is a scientifically researched measure of individual workplace resilience that measures the seven components that interrelate and contribute to overall resilience as shown in the R@W Sustain 7 model.

When managers promote and enable resilience within their teams this results in increased change adaptability; optimised team work; improved engagement and wellbeing and sustained performance.

In some increasingly high-pressure business environment, organisations need ways to help employees and teams to:

  • Survive and thrive in constant change and uncertainty
  • Stay productive, despite increasing demands to do more with less
  • Manage customer expectations that may exceed delivery capabilities
  • Maintain physical and emotional well-being despite job pressures
  • Make performance sustainable over the longer term.

 

 

Developing People International’s Leading Resilient Teams Workshop is delivered by Business Psychologist Stephen Lambe. It is aimed at organisations who wish to increase their managers’ capability to lead resilient teams. Delegates will be required to complete the R@W Leader or Leader 180° Questionnaire prior to attending the course.

The course can be supplemented with personal coaching to deal with the more complex, systemic and long-term challenges a leader may face.