Keith Ferrazzi, Mary-Clare Race and Alex Vincent share 7 Strategies to Build a More Resilient Team in this HBR.org article
The coronavirus pandemic revealed the necessity of resilient teams — as well as which teams didn’t have the necessary skills. Resilience requires a level of self-awareness and empathy that may not come naturally to all team members. Leaders must assess the state of their teams, identify weak spots and then deliver strategies that will help team members break down barriers and build foundations of trust, transparency and self-awareness. The article offers seven practices to help foster team resiliency.
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This article was originally published on HBR.org on January 21, 2021.
Announcing Q4 results that exceeded Wall Street’s expectations, Apple CEO Tim Cook identified resilient, high-functioning teams as a key element that fortified the company in the midst of the pandemic’s unprecedented challenges.
“Even though we’re apart, it’s been obvious this year that around the company, teams and colleagues have been leaning on and counting on each other more than in normal times,” Cook said. “I think that instinct, that resilience has been an essential part of how we have navigated this year.”
The pressure for teams to be resilient is more urgent than ever as we’re entering a new year with new quarterly targets and milestones. Unfortunately, for every Apple there are just as many — if not more — examples of organizations that discovered, after the pandemic struck, that their teams did not have the necessary skills. That has left many business leaders wondering what they can do now to build resilience.
For the full article, visit Harvard Business Review.