Team Resilience
The Resilience at Work® Team Scale is a powerful diagnostic tool that provides your team valuable insights on sustaining performance
Team resilience is defined as “the capacity of a group of employees to collectively manage the everyday pressure of work and remain healthy; to adapt to change and to be proactive in positioning for future challenges.”
(Kathryn McEwen, Working with Resilience)
The concept of performing well and staying well in ever fluctuating internal and external environments is high priority for many leaders and organisations right now. Change fatigue is systemic as is our desire to attend to our own needs as well as those of the systems we belong to.
The Resilience at Work® Team Scale
The Resilience at Work® (R@W) Team Scale is a powerful diagnostic tool that provides your team valuable insights on sustaining performance in times of high pressure, uncertainty, complexity and change. It draws on elements traditionally identified as important to team effectiveness; shared purpose, goals, and values, builds on individual resilience behaviours and includes factors that have become more important in workplaces such as being resourceful, innovative, and attending to wellbeing. The result – seven evidence based components that build team resilience.
These results provide a clear snapshot of your team’s strengths and areas to strengthen. Working with your team coach you can then design strategies to build and sustain collective resilience that relates to the context you are working with.
The Resilience at Work® (R@W) Team Scale is part of the Resilience at Work® Toolkit, an evidence-based framework that systemically builds resilience through aligning team, personal and leadership actions. The outcome is a culture that is adaptable and stakeholder focused yet preserves employee wellbeing and engagement.
If you are interested in exploring leadership, team or organisational resilience, please get in touch.
Excerpts taken from Kathryn McKewan’s White-paper
Building Resilience at Work: A practical Framework for Leaders
JOURNAL OF LEADERSHIP STUDIES • Volume 16 • Number 2 • DOI:10.1002/jls.21814
