Management Essentials
Webinar
Managing Yourself – Resilience
Agenda
Review of Topic
Independent Self-Reflection: Managing Yourself – Resilience
Independent Self-Reflection: Graduate Employers
Review of Apply Activities
Group Discussion: Personal and Organisational Resilience at Netflix
Group Research and Discussion: Organisational Resilience at Netflix
Recap and Questions
Next Steps
Topic Learning Outcomes
Explain what is meant by resilience
Critically evaluate the importance of resilience in a management context
Evaluate and apply resilience as an effective coping strategy
Appreciate how resilience relates to the business context
Managing Yourself – Resilience
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• Managers have typically provided a level of clarity, developed strategies and
business plans based on their forecasts
• Millennials typically complain that they are too prescriptive and inhibit the
discretion needed to ‘work things out’
• Baby boomers typically argue that the organisation objectives and targets
aren’t clear
• Van der Heijden argues that, in many ways, both are correct
• In a VUCA environment, people need both clarity and empowerment because
there can never be a ‘perfect’ answer typically only a ‘least wrong’ answer
Vision
Understanding
Clarity
Agility
Management and Leadership Tensions in the VUCA
Environment
Van der Heijden (2020)
Personal Resilience
Van der Heijden (2020)
• Personal resilience is something that emerges from what we think, how we
think, how we feel, what we appreciate, what we understand, what we can
conceptualise and how we process our environment
• “Helping people build security in themselves is the key to a higher sense of
self belief”
• “When we have helped people gain that foundation, we are able to support
them to understand their environment and enhance how they relate to it.”
• Managers need to explore their current sense of security and self-belief as
the starting point for being able to change or reframe their perception of
VUCA environment
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under CC BY-SA
Psychological resilience
“It refers to managing stress that cannot be
easily eliminated, bouncing back from
adversity and enduring difficult situations.”
Wright, Masten and Narayan (2013)
“The psychological state in which individuals
experience a sense of vitality and learning.”
Porath, Spreitzer, Gibson and Garnet (2011)
Meaningfulness
in work
Developing
reciprocity in
work-based
relationships
Displaying
gratitude
The concept of ’burnout’
Freudenberger (1974) Whetton and Kim Cameron (2016)
Anticipatory stressors: typically relates to potentially
unpleasant events that threaten to occur
Encounter stressors: typically relates to role conflicts,
issue conflicts and action conflicts
Time stressors: typically relates to work overload and/or
lack of control
Situational stressors: typically relate to unfavourable
working conditions and rapid change
Hierarchy of approach to managing stress
Whetton and Kim Cameron (2016)
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Flow and Grit
Csikszentmihaly (1990 ) Duckworth et al (2007)
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Wellbeing building blocks
CIPD Report (2020)
• Supportive leadership where senior leaders lead by example
• Well trained people managers who can confidently point
employees in the right direction for support
• Occupational health services to address long-term absence,
promote health and reduce sickness
• An organisational culture in which people feel comfortable
and safe when talking about health issues
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Managers’ role in wellbeing of direct reports
CIPD Report (2020)
Get to know your team better
Lead by example to promote healthy working habits
Review workloads, duties and responsibilities
Reflect on your own management style
Discourage ‘presenteeism’ in your team
Manage the mental health of your team while remote
working
Countries with the worst work-life balance
Statistica (2019)
Organisational Resilience
BSI and Cranfield School of Management (2017)
Report Author Prof David Denyer
This Photo by Unknown Author is licensed under CC BY-SA
This Photo by Unknown Author is licensed under CC BY-SA
4Sight Model
Denyer (2017)
Past Present
Four Factor Model of Organisational Resilience
Lucy & Shepherd (2018)
Purpose and Values
Learning Organisation
Relationships and Social Capital
Shared Leadership
BSI Organisational Resilience Framework (2020)
BSI (2020)
Survive Stabilise
Rebuild Resilient
Survive
Getting to a place of relative safety following the enforced and rapid
closure of many businesses
Stabilise
Maintaining safety, security and wellbeing once the immediate critical
changes have been decided
Rebuild
Setting a revised course for the next normal
Resilient
This involves forward planning to achieve a secure future.
10 Minute Break
Activity: Managing Yourself – Resilience
Independent Self Reflection Activity: 15 minutes
Go back to the psychometric questionnaire you were asked to
complete to assess your current level of resilience.
Available at:
https://www.psychometrictest.org.uk/resilience-test/
• What are your top three areas of development and what do you plan
to do to address these during your programme with BPP?
• Why is it important for you to improve your resilience (behaviour)?
• Why is important for managers to work on their own resilience as
well as encouraging it in others?
Knowledge
Skills
Behaviours
Activity: Graduate Employers
Independent Self-Reflection Activity: 15 minutes
How could you provide a strong answer to the following problem-solving
and decision making competency-based interview questions :
How do you cope with pressure?
Describe a time when something didn’t work out as well as you’d hoped.
What did you do and what did you learn from it?
How would you respond if you received negative feedback from your
manager?
Knowledge
Skills
Behaviours
Activity. Building Sean’s Resilience
Source slide share net
Debrief: Building Sean’s Resilience
There is no right or wrong answer. In a real coaching situation at work,
the line manager/coach needs to continually judge the work context and
Sean’s reactions to any suggestions. Some ideas to foster resilience:
– Address stress. Try to eliminate the stress triggers. Focus on time
management techniques so that Sean can focus on high-priority
activities. Or try to separate Sean and Sabrina (encounter stress).
– Increase resilience by implementing a “small-wins” strategy. Identify
and celebrate small successes that Sean and the team achieve
– Reaffirm priorities and short term goals that provide direction and
focus to activities (linked to time management). Make any goals
SMART.
– Learn at least one relaxation technique and practice it regularly
– Explore work life balance with Sean. Is lack of balance causing
stress?
– Explore the meaningfulness of work. Can anything be done to
increase the amount of meaningful work?
– Can Sean build up more collaborative relationships with others?
What “deposits” might he need to make into their “emotional bank
accounts”
Source slide share net
15 Minute Break
Activity: Assess the Resilience of the New Zealand
Fire Brigade
Source New Zealand Fire Brigade
Debrief: Resilience of the NZ Fire Brigade
There are positive indicators that the Fire Service is
doing the right things to foster organisation resilience.
– Leadership and Culture. High investment in
creating a learning culture. Focus on integrating
senior leaders with junior and middle management in
training. Elevation and praise for first line responders.
Activity to bring more diversity into teams.
– Networks and Relationships. Rotating staff around
operational and non operational roles, breaking silos.
Focus on building community relations, particularly in
farming areas. Initiative on understanding volunteer
firefighters and reflecting their needs in the service.
– Change Readiness. Clear plans for managing risk
and risk mitigation. Plans for community relations and
improving the experience of volunteer firefighters.
– How to increase resilience? Is there too much
going on? Perhaps prioritise and have clearer
measures for results.
Source New Zealand Fire Brigade
Review of Apply Activities
Case study : When we’re back to normal
Resilience at Netflix
Despite Netflix’s exponential growth during the pandemic there are concerns that this will slow down
when we move to a new normal. Will we stop watching so much streaming TV?
What would be main challenges to Netflix after we move to a new normal and how could they overcome
these challenges?
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10 Minute Break
Summative assessment task 4
Group Discussion: 25 Minutes
Which of Netflix’s ‘Real Values’ reflect Reed Hasting’s and his management teams’ approach to
resilience within their management practice?
What is the potential impact of how Netflix Managers practise resilience in terms of promoting high
levels of employee engagement and organisational performance?
This Photo by Unknown Author is licensed under CC BY
Recap
Topic Learning Outcomes
Explain what is meant by resilience
Critically evaluate the importance of resilience in a management
context
Evaluate and apply resilience as an effective coping strategy
Appreciate how resilience relates to the business context
Any Questions?
Next Steps
Make sure that you have completed the Prepare section
Make sure that you have completed all of the Apply
Activities
A recording of this webinar will be uploaded to the Hub
shortly for you to watch again or review a particular
part
Complete the Additional and Extension Activities and
Self-Assess the knowledge you have gained
See you same time, same place next week
Management Essentials
Managing Yourself – Resilience
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References
Csikszentmihalyi, M. (1990). Flow: the psychology of optimal experience. New York, Harper & Row.
Denyer, D. (2017) Organisational Resilience: A summary of academic evidence, business insights and new
thinking. BSI and Cranfield School of Management.
Available at:
https://www.cranfield.ac.uk/som/case-studies/organizational-resilience-a-summary-of-academic-evidencebusiness-insights-and-new-thinking
Duckworth A. L, Peterson C., Matthews M. D., Kelly D. R (2007) Grit: Perseverance and passion for long-term
goals. Journal of Personality and Social Psychology, 92 (6) (2007), pp. 1087-1101
Freudenberger H. J., “Staff Burn-Out,” Journal of Social Issues, vol. 30, no. 1, 1974, p. 159
Lucy D., Shepherd C. (2018) Organisational Resilience: Developing change-readiness. Roffey Park Institute
Available at:
https://www.roffeypark.ac.uk/wp-content/uploads/2020/07/Organisational-Resilience-Developing-ChangeReadiness-Reduced-Size.pdf
Porath C., Spreitzer G., Gibson C. and Garnet F. (2011) Thriving at work: Toward its measurement, construct,
validation and theoretical refinement. Journal of Organisational Behaviour. Wiley Online Library
Whetten, D. A and Cameron K. S (2016) Developing Management Skills p 115-138. Pearson
Wright, M. O. D., Masten, A. S., & Narayan, A. J. (2013). Resilience processes in development: Four waves of
research on positive adaptation in the context of adversity. In S. Goldstein, & R. B. Brooks (Eds.), Handbook of
Resilience in Children: Second Edition (2nd Edition ed., pp. 15-37).
Van der Heijden I, Dr (2020) Leadership resilience in a VUCA world? This time it really is all about you.
Available at:
https://blog.som.cranfield.ac.uk/execdev/leadership-resilience-in-a-vuca-world-this-time-it-really-is-all-about-you
Sources
British Standards Institute (BSI) Organisational Resilience
Available at: https://www.bsigroup.com/en-GB/our-services/Organizational-Resilience/
CIPD (2020) Health and Well-being at Work Annual Survey
Available at:
https://www.cipd.co.uk/knowledge/culture/well-being/health-well-beingwork?gclid=Cj0KCQjwsqmEBhDiARIsANV8H3a2tNjPDvg17vMLZO7ajtIhSpAi4y1tDHCpq4paglIRvMTDesDwWgaAmCOEALw_wcB
Harvard Business Review, “Breakthrough Ideas for Tomorrow’s Business Agenda,” April 2003 Issue
https://about.netflix.com/en
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