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Proactive resilience: A race with no finish line
For more information on the podcast website: Proactive resilience: A race with no finish line
Horizon scanning and a focus on skills
A resilient person or organization can get through a crisis, but making it through once is not enough. being resilient is a state of readiness. A way of acting a way of thinking. It’s proactive, not reactive.
Individuals need to focus on developing skills more than being satisfied with job titles: skills versus labels, as one person told me. Another talked to me about “personal future security”.
Organizations (as well as individuals) need to get good at horizon scanning: being aware of the external world around us.
Rapid response to major events and crises is not yet common
Results from my research 2013 and 2018 in my research about organizations in the digital age were similar to what BSI uncovered (see data on website page listed earlier). I asked more than 300 organizations around the world over four consecutive years (from 2013 through 2018) to state their agreement or disagreement with this statement: “Our organization can respond rapidly to major events or transitions such as market changes, competition, economy, downturns, environmental or disaster events”.
The answers were not encouraging. Only 25% agreed or strongly agreed in 2013 and then only another 10 percentage by 2018.
Four keys to proactive resilience through a gig mindset work culture
- Reverse leadership: possibly the key to all the rest
- Decentralization: based on freedom within a framework
- Improvisation: using what’s available in real time to solve a problem
- Learning fast: enabling people to take charge of their development
I have a story about learning in the podcast and will have future episodes about the first 3 points later.
Thinking about resilience when there is no crisis is a sign of proactive resilience
D. Christopher Kayes says, “Thinking about resilience, when there isn’t a catastrophe going on is one of the hallmarks of a resilient organization. It’s not only about responding to problems, but also about how to get ahead of them.”
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By Jane McConnellFor more information on the podcast website: Proactive resilience: A race with no finish line
Horizon scanning and a focus on skills
A resilient person or organization can get through a crisis, but making it through once is not enough. being resilient is a state of readiness. A way of acting a way of thinking. It’s proactive, not reactive.
Individuals need to focus on developing skills more than being satisfied with job titles: skills versus labels, as one person told me. Another talked to me about “personal future security”.
Organizations (as well as individuals) need to get good at horizon scanning: being aware of the external world around us.
Rapid response to major events and crises is not yet common
Results from my research 2013 and 2018 in my research about organizations in the digital age were similar to what BSI uncovered (see data on website page listed earlier). I asked more than 300 organizations around the world over four consecutive years (from 2013 through 2018) to state their agreement or disagreement with this statement: “Our organization can respond rapidly to major events or transitions such as market changes, competition, economy, downturns, environmental or disaster events”.
The answers were not encouraging. Only 25% agreed or strongly agreed in 2013 and then only another 10 percentage by 2018.
Four keys to proactive resilience through a gig mindset work culture
- Reverse leadership: possibly the key to all the rest
- Decentralization: based on freedom within a framework
- Improvisation: using what’s available in real time to solve a problem
- Learning fast: enabling people to take charge of their development
I have a story about learning in the podcast and will have future episodes about the first 3 points later.
Thinking about resilience when there is no crisis is a sign of proactive resilience
D. Christopher Kayes says, “Thinking about resilience, when there isn’t a catastrophe going on is one of the hallmarks of a resilient organization. It’s not only about responding to problems, but also about how to get ahead of them.”