Resilience is born under strife. As people stare adversity in the face, they either figure out a way to overcome it or wilt to the threats and pressures it creates. Those lucky enough not to experience any real adversity remain untested. For the rest of us, resilience is a byproduct of prevailing in difficult situations.
Knowing that a particular team member is highly resilient gives leaders insight into how they might handle a roadblock or a disappointment. Team members with the grit and perseverance to overcome obstacles and fight through adversity are worth their weight in gold. Great teams are comprised of many team members who have taught themselves to be resilient.
But when examining the positive qualities of a team, the whole is greater than the sum of its parts. The more interesting question to ask is how resilient the team is. It is the resilience of the team, not the collective individuals, that will best predict superior performance under trying conditions.
A resilient team can withstand the assault of negative conditions beyond their control. Together, they form an impenetrable barrier to any threat to their long-term viability. Great teams face adversity together. That’s what makes them resilient. They hold hands and confront the challenge as a unit, not allowing the fears of any one team member to color their commitment to overcome the obstacle.
Teams that have a high degree of trust and commitment to each other are resilient teams. Leaders who foster a climate where team members feel more accountable to each other, rather than to the leader, promote more resilience. This starts with leaders who share the many responsibilities of leadership with team members and insist they step up and play the role of leader with each other.
When a team member needs to be comforted, encouraged, challenged or confronted, great teams don’t wait for the leader to interject and address the issue. They are empowered and expected to do it. Over time, the peer-like quality of everyone on the team takes hold and creates the foundation for resilience.
I love waking up to this stuff!
You nail it. TRUST and COMMITMENT are key ingredients. The team can learn organically and meet objectives with these two ingredients. Team members who are mediators (by nature/nurture) are often thought of as the glue. While this can be true (to some degree). It can eventually lead to burnout/resignation. Kim Scott coins this behavior type as RUINOUS EMPATHY (Scott. RADICAL CANDOR). Ultimately, with trust and commitment, team members: respect each other, are diligent, communicate, teach/train, responsible, and take pride in their work (no matter the task).
Thank you for your time.