In this series on the Six Characteristics of a Resilient Team we have so far looked at the topics of common purpose team norms trust and candid conversations.
The fourth characteristic of a resilient team is the ability to think resiliently.
I wrote about thinking traps fairly recently so I’m not going to repeat myself on that front.
But I will say this. The more teams can become aware of their own ‘faulty thinking’, particularly the faulty thinking that is eroding their resilience, the better.
Over the last couple of months we’ve been focusing on the 6 characteristics of a resilient team
So far, we’ve looked at:
Common Purpose and Trust
This week… it’s all about candid conversations.
Last week I shared with you the three things that will help you strengthen trust in your team.
Number one was this:
Open, inclusive and honest conversations about the things that really matter with equal ‘air time’ and high quality listening.
We made a start on this last week with an exercise I shared with you to help you get the topic of trust on the team table.
Number two on the list of things that will help you strengthen trust in your team was this:
Know your colleagues as human beings not just ‘job titles’.
And this is where we are going next.
Over the next few weeks I’m sharing my thoughts on the six characteristics of a resilient team and last week I shared the importance of Common Purpose.
I was going to talk about Trust this week but I’m going to be doing that next week instead because I want to share something with you that links really well to common purpose – and that is, what I’ve learned about the importance of team norms….. because without team norms you may struggle to focus or deliver on your common purpose.
Let me explain.
I’ve been working with teams for the last twenty years as a coach – and prior to that was in a variety of junior and senior global and virtual teams myself. I was also on the UK Board of the ICF for two years.
In all that time, I’ve come to realise the importance of team resilience – particularly when the pressure is on. Because whilst there are many external pressures on teams and organisations that we may not be able to control there are also a lot of things that we CAN influence and change. The problem is, so many teams get stuck in what I call the ‘victim spiral’ and put all their energy into feeling helpless, ‘done to’ and powerless – this isn’t helpful for them, for their collective health and well-being or for the organisation.
Here are what I believe to be the six characteristics of a resilient team:
Apparently, one of the biggest challenges to our resilience is our co-workers!
If you’re surrounded by mood hoovers, drama kings or queens or whiners and whingers you are quite likely to be feeling short of resilience right now.
As you can see from the graph above a UK study indicated that ‘managing difficult relationships/politics in the workplace’ is shown as the biggest drain on resilience at work.
Similarly, a recent USA Today study revealed that: