some days you eat the bear … dave wesselpmiwdc managing partnerfairview park luncheon arctos...

Some days you eat the bear …

Dave Wessel PMIWDC

Managing Partner Fairview Park Luncheon

Arctos Associates, LLC September 14, 2011

[email protected]

252-573-0551

Building RESILIENCE

mailto:[email protected]

Presentation Outline

Define “Resilience”

Joe “The Bear” Williams’ Grizzly Story Glacier National Park June 18, 1959

Resilience Model Seven Key Characteristics

Building Resilience Individual Skill Organizational Competency

Building Resilience

Resilience is important because …

Resilience Defined

“The capability of a strained body to recover its size and shape after deformation (caused especially by compressive stress);

An ability to recover from or adjust easily to misfortune or change”

Merriam-Webster On-Line Dictionary

Resilience Defined

“a set of characteristics that enables individuals or organizations to bounce back, recover and grow from stressful situations”

- Arctos Associates, LLC

Resilience Defined

“Possessing a resilient mindset does not imply that one is free from stress, pressure and conflict, but rather that one can successfully cope with problems as they arise.”

The Power of Resilience

Robert Brooks & Sam Goldstein

Joseph L. Williams

National Public Radio/WUNC

“The Story” - Dick Gordon

www.thestory.org/archiveJuly 3, 2008

Associated Press - June 15, 2009

“Grizzly Bear Victim, Savior to Meet in Montana”

“Joe’s Horrible Story”

Glacier Park Magazine

August, 2009

http://www.thestory.org/archive

PER

SEV

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AN

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MPA

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NFID

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HU

MO

R

FLEX

IBILIT

Y

HONESTY

BALANCE

RESILIENCE

Honesty

“When we truly stare down reality, we prepare ourselves to act in ways that allow us to endure and survive extraordinary hardship. We train ourselves how to survive before the fact.”

Diane L. Coutu:

“How Resilience Works”

Harvard Business Review, May 2002

Building Individual Resilience

Build time into your day for self-assessment and reflection

Ask others for feedback – work to draw out useful information

Get in the habit of gathering information – avoid jumping to conclusions

Commit to being honest Develop a strong relationship with a

“mentor”

Building Organizational Resilience

Organizational Honesty requires: A systematic approach to gathering and analyzing

information regarding markets, customers, competitors A willingness to identify and track meaningful

measures of performance Understanding and acknowledging the organization’s

core capabilities, strengths, and weaknesses Honesty regarding resource capacity and requirements A commitment to sharing information openly with

employees and other stakeholders Creating an atmosphere of trust – if someone brings

“bad news” they won’t be punished


SWOT Analysis Competitor SWOT Customer Surveys Employee Surveys Quality Audits SCAN - Situation

Appraisal

Baldrige Criteria ISO Six Sigma Lean MRRP 360° Evaluations


Perseverance is enabled by: Establishing clear goals – both long-term and

short-term Belief in yourself and your goals Previous experience – successes and failures Support from others Accepting that it won’t be easy

Remember the words of Vince Lombardi: "We never lost a game, we just ran out of time."


Perseverance requires: Clear, well understood strategic and operational

goals Using information from the corporate

environment to identify a need for new or modified tactics

Documented and consistent processes Continuous learning and improvement Acknowledgement and support of diversity Unwavering support/commitment of senior group What else?


Understand the goal Be willing to take alternative paths Look for signals that approach must

change Ask others for ideas on new solutions Trial and error is often the key Examine and set aside assumptions that

limit creativity and innovation


Understand the goal Be willing to take alternative paths Support learning - Assess training needs and

create a skill development plan Include team building exercises and cross-

functional training Learn and use risk management tools to

support appropriate risk-taking Support diversity

Copyright © 2009 Arctos Associates, LLC All Rights Reserved


Read and study Train and practice Set clear goals Start with “Baby

Steps” (short-term) Celebrate your

successes – and analyze them

Keep your eye on the prize

Plan for success Rely on a trusted

friend & advisor, but don’t let them dissuade you

Remind yourself of past successes


Recognize Core Competencies and Key Capabilities

Identify improvement opportunities (SWOT, Situation Appraisal)

Learn from the Best Practices of other organizations

Use an objective third-party assessment

Set clear goals and expectations for day-to-day and emergencies

Start with “Baby Steps” … then seek continuous improvement

Celebrate your successes but keep your eye on the prize

Don’t let early failures dissuade you



Organizational confidence comes from: A culture that supports creativity and innovation Building successful experience through some form of PDCA

(Plan-Do-Check-Act) Managing risks to support risk-taking Assess training needs & create a skill development plan A balance of rational decision-making and creative intuition Allowing for failure – and capturing lessons learned Celebrate your successes but keep your eye on the prize Don’t let early failures dissuade you



Compassionate leaders… Make an effort to see the other person’s point of view Work hard at maintaining relationships Have a “servant” mindset Remember when they were in a similar situation

(empathy) Verbally and by their actions show appreciation Learn to manage and minimize anger Don’t hold grudges or dwell on the past Don’t make a mountain out of a molehill…or vice

versa


4 measures of an organization’s “compassion competence” are: The scope of compassionate response The scale of compassionate response The speed of response The specialization of the response

Dutton, et al:

“Leading in Times of Trauma”

Harvard Business Review – January, 2002


SMILE! Studies show that the act of smiling improves mood Identify sources of humor and fun that appeal to you Set time aside every day to access these sources Envision yourself well into the future and how you will look

back and laugh at the situation (“fast-forward”) Find something positive in the situation (anything – no

matter how small) Make up a joke (cartoon) to show the positive or humorous

aspect of the situation Remember better times and remind yourself that they will

return What else?


“We worked with the Great Place to Work Institute -- you know them from Fortune's annual Best Places to Work issue -- and found that companies that scored the highest in fun and levity were the ones that made the list.”

“These companies, incidentally, produced up to five times higher returns on investment than the S&P 500 in one study.”

Scott Christopher, coauthor of The Levity Effect: Why It Pays To Lighten Up

http://www.amazon.com/exec/obidos/asin/0470195886/monstercom


The well-balanced individual seeks to balance priorities of work, family, health, community, and personal interests

A resilient individual seeks to maintain a balance between the components of the Resilience Structure™

No one part of the structure should be taken to an extreme


Principles of Organizational Balance: A well-rounded company is like a well-

rounded person; balancing the various priorities of work, family, charity and personal interests.

Companies, like individuals, will be resilient if they work to balance the key components of the Resilience Structure™

Leadership team should manage the balance No component should be taken to an extreme


Senior leadership must accept responsibility for the organization’s actions

Decision-making process allows for a balance of business needs and needs of people

Rational problem-solving (think first, then act)

Balanced by intuitive problem solving Be consistent, but not inflexible

Building Resilience

“When we truly stare down reality, we prepare ourselves to act in ways that allow us to endure and survive extraordinary hardship. We train ourselves how to survive before the fact.”

Diane L. Coutu:

“How Resilience Works”

Harvard Business Review, May 2002

Building Resilience

We Offer:

Conference Presentations

Keynote Speeches (Joe Williams)

Building Individual ResilienceOne Day Course

Building Organizational ResilienceTwo Day Course

Organizational Resilience Assessments

ContactDave Wessel

Managing Partner

[email protected]



some days you eat the bear … dave wesselpmiwdc managing partnerfairview park luncheon arctos...

Documents

building resilience

building resilience

resilience joe

resilience model

evaluations slide

punished slide

mentor slide

weaknesses honesty