DRIVE your change advantage

To drive a hard-to-duplicate, strategic capability like employee-built change readiness, there are vital conditions in the organization that must be aligned to support the presence of resilience related beliefs and behaviors hard to create “in the moment.” Here are examples of such behaviors, which would be prioritized for review based on data analyses.

In my workgroup:

  • We tell stories about times we solved problems together.
  • We talk about what we’ve learned on the job.
  • We use bits of past experience to come up with new ideas.
  • We take ownership of what needs to be done.
  • We call upon employees with needed expertise no matter their title, position, or department.
  • We talk together to make sense of situations as they are happening.
  • We practice what we would do as a first response to the unexpected.
  • We have face-to-face conversations that are honest.

Examine your deliberate development and support of prioritized behaviors

What happens in your organization to deliberately promote, support, and sustain prioritized workgroup behaviors so that they are commonly practiced? Can you think of what might actually deter them? Below are four areas to review: routines and practices, norms and expectations, rewards and inducements, and individual resilience characteristics.

Routines and practices

Which managerial behaviors support (or deter) each behavior?

Which policies and common practices?

Norms and expectations

Which everyday expectations? Said and unsaid rules?

Which values?

Rewards and inducements

Which forms of recognition?

Which incentives?

Individual resilience

Which connections to personal resilience core characteristics?

Let’s initiate an item analysis process using these four domains in the context of your workplace and plan to make a difference in frequency, reliability, and consistency.

I look forward to discussing how to measure, strengthen, and fully activate this resilience advantage in your organization.