The Manager's Role in Resilience

The Manager's Role in Resilience

The Manager's Role in Resilience

In the workplace, managers have a lot to do with helping employees feel great and mentally well. They can help and they can hinder.

Managers operate at all levels of the organisation. They set the tone, the climate and the expectations for the workforce. They control a controlled community that we call the workplace. Managers wield enormous power over others. It is important that this power is used to achieve mental wellbeing and performance at work for organisations to achieve consistent peak performance.

Managers have a huge role to play in relation to building sustainable resilience.

As a first step, they can help their workforce by preventing challenging events from occurring for which personal resilience is needed.

This requires managers to help their workforce strengthen its attitude towards the organisation so that, should challenging events occur, the workforce has a strong enough attitude to navigate and negotiate the event successfully without any diminution in performance.

The initial framework that managers may adopt is shown in the image.

Managers have a role in:

  • Creating a cultural context within which the workforce works. This focuses on the cultural values that drive the organisation, which need to be closely aligned with personal values. The cultural context sets the tone and influences the behaviour of everyone, and is a vitally important ingredient in sustainable resilience.
  • Identifying corporate values – the values that the organisation regards being of priority importance, such as customers, quality, and the workforce. Getting the priorities right is an important aspect of engagement for the workforce.
  • Ethical leadership – ensuring that managers behave ethically all the time. It may be helpful to build up a Code of Ethics that everyone follows. It helps the process of sustainable resilience.
  • Relationships and mutual expectations – the forging of important and strong relationships based on mutual expectations, so that no one is left in any doubt about their value to the success of the organisation.
  • Management processes – processes that help the workforce feel commitment and engagement with the organisation. These processes focus on sharing responsibility for future success, and are designed to enhance psychological wellbeing and performance.

Managers and organisations have to adopt an attitude that provokes a positive feeling amongst the workforce for the work they do and the organisation that provides it, if they wish to exceed expectations, out-perform their competitors and achieve great success.

More information about Resilience

Interested in Resilience? Find out more in:

Professor Derek Mowbrays Guide to Personal Resilience and,
Professor Derek Mowbrays Guide to Corporate Resilience
Professor Derek Mowbrays Guide to the Managers Role in Resilience

In-house programmes for Resilience

The Managers Role in Resilience

Strengthening Personal Resilience

Cognitive Coaching

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