Peoples Bank - Newton, NC’s Post

As we settle into the new year, I'm thinking about my priorities for the year ahead, part of my reflection is always inwards on myself and how I can continually grow and develop as a leader, I came across this article which resonated with me. The statistics are eye-opening: only 23% of employees feel equipped to handle both resilience AND adaptability in today's ever changing business environment. Yet those who master both are 3.8x more likely to demonstrate innovative behaviors at work. This McKinsey article highlights how 21st-century leaders need to develop these "twin" capabilities - not just for themselves, but across the entire organization. The Stephen Curry (Basketball legend) example highlights this: "Sometimes you need resilience (keep shooting those threes despite missing), and sometimes you need adaptability (completely changing your game when the rules change). The real skill is knowing when to pivot and which approach to use when. Four key takeaways for leaders that stuck with me to prioritise: ⭐ Set a North Star that gives your team stability amid change ⭐ Build psychological safety build a "true community" ⭐ Model both resilience and adaptability yourself ⭐ Encourage team-based learning (its more effective) The closing thought struck me: When electricity replaced steam power, it took 30 years for companies to adapt and see productivity gains. In today's world, we don't have that kind of time. I'd love understand what strategies you have found effective for building resilience and adaptability in your teams? #Leadership #OrganizationalChange #Innovation #FutureOfWork #Team #Community

Great share Louise. Some top insights here!

In today's fast-paced world, organizations face constant shifts in technology, markets, and work dynamics. Building resilience and adaptability within the workforce is essential. One key takeaway from this insightful McKinsey article is the power of communities to drive these qualities. When employees connect through shared goals, support networks, and collaborative learning, they can navigate uncertainty with confidence and agility. By fostering strong communities, we create environments where individuals and teams thrive, transforming challenges into opportunities for growth. How is your organization building community to tackle rapid change? Read the article here #Resilience #Adaptability #Leadership

McKinsey Developing a resilient, adaptable workforce for an uncertain future [6 December 2024] https://lnkd.in/eD8T45BR or https://lnkd.in/eCdxw5g7 A key task for 21st-century leaders is to develop their own capacity for change while also fostering resilience and adaptability in others across the organization. Here’s a blueprint for doing that.

McKinsey Quarterly Developing a resilient, adaptable workforce for an uncertain future A key task for 21st-century leaders is to develop their own capacity for change while also fostering resilience and adaptability in others across the organization. Here’s a blueprint for doing that. https://lnkd.in/gdgXrwRF

CEOs can often be considered their organization’s “Chief Calibration Officer”, ultimately responsible for judging whether a company is moving fast enough and strongly enough to address change.    CEOs and 21st century leaders must be able to continuously recalibrate and adapt their strategies to thrive in today’s modern world. They must foster high levels of grit, resilience, and adaptability across the organization for their teams to move with speed and purpose.    In their latest article, my colleagues Dana Maor, Aaron De Smet, Jacqui Brassey, PhD, MA, MAfN 🎗️ (née Schouten) and Sheida Rabipour, PhD provide a blueprint for leaders to navigate change effectively and build a resilient culture. 

Developing a resilient, adaptable workforce for an uncertain future. To successfully move their business strategies forward in this environment, 21st-century leaders need an engaged and innovative workforce that can change course quickly, effectively, and fluidly. ♨️ Employees must be open to developing new capabilities, adopting new norms, and reconsidering long-held mindsets and behaviors. Leaders must be willing to do the same. Achieving such resilience and adaptability at individual and organizational levels is easier said than done, however. ♨️ Human beings have a natural affinity for order, predictability, and control. They will do everything they can to avoid chaos, uncertainty, and volatility. Research shows that when the path forward is unclear, and time and performance pressures are the same (or increasing), teams and individuals often default to what they already know—regardless of whether that approach is appropriate for the given situation. ♨️ In some cases, leaders will even advocate that employees and teams “just keep going” in the face of uncertainty—not making an important distinction between times when resilience is needed, times when adaptability is needed, and the interdependence of both. Consider an example from the world of sports: National Basketball Association player Stephen Curry is one of the greatest three-point shooters in the game. In a highstakes playoff game, he misses an important three-point shot at the end of the first half.   ♨️ Despite that hiccup, he keeps shooting threes in the second half because he expects to deliver on a skill that he’s practiced and honed for decades.  🚀That’s resilience. ♨️ But what if the NBA were to limit the number of three-point shots teams can take during playoff games? It may no longer pay for Curry to “just keep shooting”; he might need to think differently about his approach and adjust his game.  🚀 That’s adaptability. (full text in December 2024 research findings from McKinsey)

An interesting article by McKinsey & Co which highlights the benefits in terms of engagement and innovation that are enjoyed by businesses with resilient and adaptable workforces (600% and 620% respectively when compared to companies with low scores). The 4 steps recommended to develop such a workforce are: 1. Clear direction 2. A psychologically safe community 3. Leaders acting as role models 4. Employees encouraged to develop these skills in groups. Whilst no one would dispute the significant business benefits of a resilient and adaptable workforce, too few are willing to invest the time and other resources necessary to develop one. It is even worse when business leaders say one thing and do another, e.g., 'we want you to feel safe discussing key issues and lessons learnt', but then label those with legitimate but unfavourable observations as troublemakers.

In 2025, I will be highlighting topics & articles that connect core leadership principles with the dynamics of a rapidly changing world. This article below touches on topics from my Leadership Fellows Program: Adaptability, Trust (building from psychological safety), and a Compass/ North Star. I always welcome you thoughts and feedback - Evan --------------------------------------------- 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 𝗮 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝘁, 𝗮𝗱𝗮𝗽𝘁𝗮𝗯𝗹𝗲 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗳𝗼𝗿 𝗮𝗻 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻 𝗳𝘂𝘁𝘂𝗿𝗲 A key task for 21st-century leaders is to develop their own capacity for change while also fostering resilience and adaptability in others across the organization. • 𝘚𝘦𝘵 𝘢 𝘤𝘰𝘮𝘱𝘢𝘴𝘴 𝘰𝘳 𝘕𝘰𝘳𝘵𝘩 𝘚𝘵𝘢𝘳 𝘵𝘰 𝘩𝘦𝘭𝘱 𝘱𝘦𝘰𝘱𝘭𝘦 𝘮𝘰𝘷𝘦 𝘪𝘯 𝘢 𝘤𝘰𝘮𝘮𝘰𝘯 𝘥𝘪𝘳𝘦𝘤𝘵𝘪𝘰𝘯. • 𝘉𝘶𝘪𝘭𝘥 𝘢 𝘱𝘴𝘺𝘤𝘩𝘰𝘭𝘰𝘨𝘪𝘤𝘢𝘭𝘭𝘺 𝘴𝘢𝘧𝘦 𝘤𝘰𝘮𝘮𝘶𝘯𝘪𝘵𝘺, 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘢 𝘸𝘰𝘳𝘬𝘧𝘰𝘳𝘤𝘦. • 𝘌𝘯𝘴𝘶𝘳𝘦 𝘵𝘩𝘢𝘵 𝘵𝘩𝘦𝘺, 𝘵𝘩𝘦𝘮𝘴𝘦𝘭𝘷𝘦𝘴, 𝘢𝘳𝘦 𝘥𝘦𝘮𝘰𝘯𝘴𝘵𝘳𝘢𝘵𝘪𝘯𝘨 𝘳𝘦𝘴𝘪𝘭𝘪𝘦𝘯𝘤𝘦 𝘢𝘯𝘥 𝘢𝘥𝘢𝘱𝘵𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘢𝘯𝘥 𝘴𝘦𝘳𝘷𝘪𝘯𝘨 𝘢𝘴 𝘳𝘰𝘭𝘦 𝘮𝘰𝘥𝘦𝘭𝘴 𝘧𝘰𝘳 𝘰𝘵𝘩𝘦𝘳𝘴. • 𝘌𝘯𝘤𝘰𝘶𝘳𝘢𝘨𝘦 𝘦𝘮𝘱𝘭𝘰𝘺𝘦𝘦𝘴 𝘵𝘰 𝘭𝘦𝘢𝘳𝘯 𝘢𝘯𝘥 𝘣𝘶𝘪𝘭𝘥 𝘵𝘩𝘦𝘴𝘦 𝘴𝘬𝘪𝘭𝘭𝘴 𝘪𝘯 𝘨𝘳𝘰𝘶𝘱𝘴.. Leaders must build workplace conditions that allow individuals and teams to become more resilient and adaptable, and they must integrate these skills with their business strategies. Leaders—and, frankly, the world—can’t afford to take another three decades to figure out how to integrate and adapt when the next big game changer in business emerges. Segal Ventures, The Segal Family Foundation, Jory Segal, Ariel Segal Eck, Marla Werner, Leadership Fellows, Brian Ruder, Stanford University Graduate School of Business, University of California, Berkeley, Haas School of Business, Carnegie Mellon University - Tepper School of Business https://lnkd.in/gmbFHuQB

Achieving #resilience and #adaptability at individual and organizational levels is easier said than done, however. #Human beings have a natural affinity for order, #predictability, and #control. They will do everything they can to avoid chaos, uncertainty, and volatility. McKinsey & Company research shows that when the path forward is unclear, and time and performance pressures are the same (or increasing), teams and individuals often default to what they already know—regardless of whether that approach is appropriate for the given situation. Read more in the recent #mckinsey article how to develop own capacity for #change while also fostering #resilience and #adaptability https://lnkd.in/d_5ut8qt #aq #organisationchange #orgstructure #team #business #businessstrategy #talent #talentmanagement #leadership #mindset