The power of resilience within organizations and can transform an average company into a powerhouse. Yet, even in times of rapid disruptive change, there is no manual for building resilient organizations. This book is that manual.
Resilience, left to individuals, will only ever be built by people in the moments that require them to dig deep and find it. The real power in building resilience before we need it, lies in what we can accomplish when our organizations become resilient. This book presents a simple framework for leaders and organizations to prepare for sustainable results in the face of rapid, disruption.
The power for organizations lies in the act of methodically and collaboratively building a collective resilience framework to increase their ability to thrive in the face of complex challenges for which the answer, and often even the definition of the problem itself, may not be obvious. These challenges frequently require both the organization and the leaders within them to make trade-offs in values and loyalties. Often, an individual’s resilience will ‘get them through’ such changes, but a more effective approach is to build organizational resilience before we need it.
Building resilience involves intentional preparation to increase our ability to emerge from challenges better equipped to deal with them than we were in the past–a transformation into a stronger self. For organizations in an environment of rapid, disruptive change, there is often no ‘back’ to bounce to after disruption, because by the time they right themselves things have changed.
This book presents a simple framework that can be applied to both individuals and organizations. It’s proven and it works.
Jennifer is a managing partner at LeaderShift Insights Inc., an organization alignment firm known for aligning structure, people and investments to drive strategy and increase adaptive capacity. A consultant, coach, author and professional speaker, Jennifer has a passion for creating alignment, resilience and leadership so your team can do more with what you already have in the field or in the board room. Jennifer has a strong bias for execution and an operational background. She is a masterful facilitator adept at assessing the big picture and is known for creating shared agendas, unraveling tough issues that hinder results.