Treacle Consulting

Resilient Culture

Entrenching new ways of working requires resilience, strategic alignment and relentless reinforcement.

Resilience can be the difference between success and failure for any organisation, large or small. A resilient individual is a high performing and positive asset, and research has shown that sustained competitive advantage comes from having positive energy in every employee. Workplace resilience is one of the key drivers for employee wellbeing, engagement and ongoing high performance.

Resilient Culture – both in mindset and behaviours – is the manifestation of what is valued or prized in the organisation. It is integrally linked with the leaders and the decisions and actions that they make, so to create a resilient culture we can either increase resilience capability at the individual and team levels; make a concerted effort to shift decision making and action in the organisation, or both.

Where to start?
An understanding of the current culture, hurdles and blocks is needed before layering new behaviours on top of old issues. This diagnostic can be simple or in-depth, depending on the nature of change your desire.

Resilience diagram

The key is to really see what the enacted culture is, and what is more prized at times of crucial decision making. The unsaid is often the most powerful driver of action.

You may need this when:

  • Undergoing organisational change (restructure, moving locations, mergers & acquisitions)
  • Setting up for an empowered and innovative workplace
  • Seeking to increase employee engagement and performance
  • Facing high levels of absenteeism/unplanned leave
  • Battling high levels of employee compensation claims for stress.

What outcomes can you expect?

  • Robust organisational stress and wellbeing audit, with a clear roadmap for change
  • Measurable increase in employee engagement and performance.
  • Maintain optimum levels of energy and focus during the day
  • Higher innovation/creativity, ability to take on empowerment
  • More positive perception and take-up of change