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How to Develop Team Resilience

When we receive feedback such as the 4 participants’ comments below, we obviously feel delighted that our workshop has had an impact, but at a deeper level we are encouraged that our training is making a difference to not only individual resilience but team resilience and, over time, to organisations as a whole.

“Cracking course, have already recommended to work place colleagues that they too should undertake the course. I have also organised an informal get together with other course members to help us keep the momentum going and share best practices on the implementation of the new skills learnt.”

“Gave me a different way to think about situations to improve my resilience”

“I think more managers would benefit from such a course and help them to understand their staff and the difficulties they are facing.”

“Understanding the changes I need to make within myself so I can manage change in others”

In this short article, we thought it might be helpful to highlight some of the areas that can benefit team resilience:

Encourage Communication

By creating open communication channels people will feel able to air their feelings and not keep anxieties to themselves which can lead to increased stress and, if unchecked, disengagement.  Feeling that leaders are human by hearing how they react to change themselves can play a large part in the commitment, engagement and learning of those who work for them.

Being Realistically Optimistic

Encouraging open communication channels also allows people to feel safe to challenge established thinking.  This is essential to maximise creative thinking and idea generation in order to problem solve during periods of challenge and adversity.  It doesn’t mean that a softly, softly approach is always necessary, constructive criticism is more likely to be welcomed if the recipient feels they work within a supportive environment where encouragement is also provided and ideas can be aired.

Reaching Out

Working in a mutually supportive environment both between colleagues and their management can help everyone during challenging times.  Also encourage the widening of the teams’ individual support networks to include more useful contacts outwith the team.


People like stories, don’t be afraid to allow them to be shared. If team members know the pressures those around them are under, they can be supportive and, in turn, receive support when they feel under pressure. Everyone has their strengths. Discuss and recognise where each team member’s strengths lie and try to use them for the team’s advantage.


Discuss what motivates team members to achieve their peak performance. If you know what each individual team members’ needs and drives are, they can be developed not only for the individual’s advantage but for the team and organisation’s benefit too.

Being a Good Role Model

Be aware of how you react when things go wrong. Maintaining good morale during challenging periods is a key aspect of developing team resilience. A positive reaction can boost morale, whilst a negative reaction can damage morale.


Resistance is the opposite of resilience and is often a barrier to change. It is often evident when previous experiences of change have been negative for a team. Useful discussions can be had by asking the following 3 questions:

  1. What strengths do you each bring to the team?
  2. What strengths does the team have?
  3. How will we deal with things that go wrong?

Further details about our resilience training is available on the training course page of our website.

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