Week 4-NOC-Jul24-Sustainable Happiness PDF

Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Exce...

Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Excellence for the Science of Happiness Module 04: Sustainable Organizations ❖Sustainable Organizations Introduction ⮚ Sustainable organizations are those that operate on a model that L balances economic, social, and environmental responsibilities. E ⮚ Their aim is to create long-term value not just for the company T shareholders but also for the wider society and the environment. P ⮚ Sustainability is now commonly understood to encompass the ‘triple N bottom-line’ approach, which involves pursuing not only financial profitability but also generating social value and minimizing environmental impact. ⮚ A key aspect of sustainable organizations is that they are typically led by a governance model that values transparency and accountability. ⮚ Sustainable organizations are increasingly innovative, recognizing that adapting to a changing global landscape requires new solutions and business models.  TE L N P ⮚ Corporate Social Responsibility & Sustainability ✔Corporate Social Responsibility, or CSR, usually refers to a company’s commitment to practice environmental and social sustainability and to be good stewards of the environment and the social landscapes in L which they operate. E ✔CSR,” refers to the need for businesses to be good corporate citizens. N PT ✔CSR involves going beyond the law’s requirements in protecting the environment and contributing to social welfare. ✔CSR goes beyond earning money for shareholders. ✔It’s concerned with protecting the interests of all stakeholders, such as employees, customers, suppliers, and the communities in which businesses operate. ✔Examples of CSR include adopting humane employee practices, caring for the environment, and engaging in philanthropic endeavors. ✔Sustainability is the practice of living life in ways that maintain and protect natural resources such as water, air, soil, wetlands, and forests. ✔Very often sustainability is environmentally focused. ✔As populations continue to grow, conservation of natural resources generations will be met. TE L and long-term planning are required to ensure that the needs of future ✔While sustainability may encompass more than environmental P protection, for the companies and governments that practice N sustainability, preserving natural resources is a priority. ✔Some people use the term sustainability more broadly to include anything that helps protect an organization’s ability to operate. ✔Most companies now embrace some notion of CSR. ✔Some companies invest in CSR as reputation management or to sustain the profitability of a company, and some invest in CSR out of a sense of moral obligation to society. ✔For many companies, treating the environment well is important to business practice and image, and this is reflected in their Corporate Social Responsibility (CSR) programs. ✔Not only is it socially responsible practice, it is good business. L ✔The shift towards sustainable operations is driven by a E combination of factors, including heightened public awareness of T environmental issues, the growing recognition of social inequality P and human rights, and the understanding that sustainable N practices often cause operational efficiencies and cost savings. ✔Now- a –days sustainable organizations are increasingly innovative, recognizing that adapting to a changing global landscape requires new solutions and business models. ✔They invest in research and development of green technologies, support sustainable industry practices, and often lead the way in creating market standards that redefine what is possible in terms of sustainable business practices. ✔They regularly engage with stakeholders — including customers, employees, communities, and investors — to inform their strategies and report on their sustainability performance. ✔ By doing so, they strive to build trust and credibility, which are L invaluable assets in the modern marketplace. beyond compliance and profit-making. P E ✔Sustainable organizations prioritize actions and policies that go T ✔They engage in proactive measures to address the immediate and N long-term implications of their operations on the planet and society. ✔ This includes a commitment to reduce their carbon footprint, increase energy efficiency, ensure fair labor practices within their supply chains, and foster inclusive workplaces that promote diversity and wellbeing among employees. ✔ The legislation and policy at both international and national levels increasingly reflect these values, pushing businesses toward sustainable practices. ✔ CSR used to describe the efforts, stances, and policies that companies undertake and enforce in an effort to positively impact the world. ✔ It’s also known as corporate citizenship. ✔ CSR has become more important today as both employees and L customers are demanding that companies align with their values and E give back to better society. ❖CSR initiatives include: ✔ ✔ ✔ Improving the environment Social justice efforts Employee volunteerism N PT ✔ Charitable contributions ✔ Partnerships with other companies that focus on social betterment ✔ Companies are increasingly required to restructure themselves sustainably. ▪ Approaches to sustainability and CSR vary according to industry and how an individual organization defines and embraces these ideas. ▪ These resources focus on sustainability and CSR primarily in terms of moral obligation. L ▪ They offer insight into ethics concepts relevant to economic sustainability, environmental sustainability, and social equity. ▪ TE The resources describe how companies may determine what factors to favor in ethical decisions, the impact of intangible factors in ethical P dilemmas, and best practices for developing ethical culture in organizations. N ▪ Commitment to change and sustainability is imperative for any organization to evolve into a future-proof business. ▪ Organizations should be mindful that in order to build resilience and boost stakeholder buy-in; ▪ To focus on embedding and establishing environmental, social and governance ("ESG") frameworks that comprise of a strong corporate governance structure, sustainable procurement, diversity & inclusion, supporting local businesses and conscious future resource consumption. ⮚What Is Corporate Sustainability? The term "corporate sustainability" describes a new corporate management model. It can also fall under the broader term "environmental social governance" L (ESG). E Corporate sustainability emphasizes growth and profitability through T intentional business practices in three areas of society. ✔ The goal is to provide long-term value for stakeholders without P compromising people, the planet, or the economy. N ✔ The environmental pillar is often the most talked-about of the three pillars of corporate sustainability. ✔ It includes the various actions companies can take to reduce their environmental impact and carbon footprint. ✔ Examples include reducing packaging waste, reducing water usage, recycling materials, and using sustainable energy sources. ✔ Rethink, reuse, and recycle: Companies carry a high level of responsibility in creating a culture of sustainability and conscious consumerism. ✔ The Social pillar focuses on a company seeking the approval of its stakeholders, employees, and the local community. ✔ A big part of corporate sustainability is a company's dedication to taking good care of people inside and outside of the business. ✔ Social pillar practices include eliminating child labor, offering L paternity and maternity leave, and giving back to the E community. T ✔ The Economic pillar involves implementing sustainable business P practices to promote long term profitability. N ✔ A company can't have a positive impact on the environment or community if it's not profitable. ✔ Elements of the Economic pillar include compliance and good corporate governance. ✔ Meaning, the values of stakeholders and management align in terms of how to spend resources. ✔ The economic pillar makes it possible for a company to strategize and invest in new corporate sustainability methods. ⮚The 17 UN SDGs put a focus on affordable and clean energy as well as clean water and sanitation. ▪ Companies should track their energy and water consumption on a regular basis and create an action plan to reduce L consumption through the use of: E ✔ energy efficient technology and equipment; T ✔ assigning capital expenditure budgets towards transitioning to P renewable energy sources; and ✔ recycling and reusing water. N ▪ Companies are increasingly required to restructure themselves sustainably. ▪ The awareness of the need to produce and consume sustainably must be ingrained in all of us, at all levels and functions, but notably at the executive level. ▪ Re-commerce, also known as sustainable commerce, is the reuse of products and materials. ⮚ In future the successful organizations will be those that have fully integrated sustainability into their core strategies. ⮚ They will be the ones that have found a way to balance their economic objectives with the need to positively impact society and the environment. L ⮚These organizations will not only survive but thrive, as they E will be aligned with the values of a rapidly evolving world. T ⮚Work Ethics, Equity & Inclusion Initiatives N P ⮚Diversity, equity, and inclusion (DEI) initiatives are essential to fostering a positive work culture. ✔ Diversity: The presence and participation of individuals with varying backgrounds and perspectives, including those who have been traditionally underrepresented; ✔ Equity: Equal access to opportunities and fair, just, and impartial treatment; ✔ Inclusion: A sense of belonging in an environment where all feel welcomed, accepted, and respected.  TE L N P ⮚ HOW TO IMPLEMENT DEI WITHIN THE ORGANIZATION ▪ Invest in Diversity Initiatives in many sectors of the organization ▪ Offer Bias Training Sessions-by offering unconscious bias L training sessions to increase employees’ awareness of implicit biases; salaries is crucial to championing DEI. P E ▪ Promote Pay Equity-Ensuring employees earn equitable T ▪ Prioritize Developing Talent from Underrepresented Groups. N Reveal relevant opportunities Elevate equity Activate diversity Lead inclusively ▪ Form the Diversity Leadership Council ▪ Build Employee Inclusion Networks ▪ Inclusion in the workplace is one of the most important keys to retention. ⮚ Leveraging Workplace Diversity ⮚In a global environment characterized by high volatility and rapid change, embedding diversity, equity, and inclusion (DEI) in organizations and economies is increasingly important for L sustainable growth, resilience and fairer economic outcomes. E ⮚Embracing DEI is not just a moral imperative, but also a strategic T one that promotes sustainable growth and builds agile and flexible P organizations capable of weathering global risks and challenges. ⮚Diversity in the workplace is when your workforce is a dynamic bunch of people. N ⮚Employees come from different backgrounds, cultures, experiences, skills, genders, races, religions, sexual orientations and more. ⮚The more diversity in the workplace is, the higher the likelihood that you’ll generate creative solutions to problems; there’s a direct correlation between diversity and innovation. ▪ Diversity leads to increased profits ; companies with diverse executive boards show a 95% higher return on equity than those with homogenous boards. ▪ Diverse companies attract the best talent; a study by Glassdoor found that 76% of new job seekers say that a diverse workforce is a highly important consideration when evaluating companies and job offers. L ▪ This shows that the current generation of employees is looking for a diverse and progressive place to work. E ▪ Organizational strategy for embracing diversity- T ✔Find out how your diverse employees would solve a problem ; P ✔Tap into the networks of your diverse workforce , N ✔Channelize diverse employees according to their strengths and interests , ✔Fuse the ideas of your diverse workforce ; the best insights come from combining two or more ideas. ✔Change the way you think about diversity in the workplace, it can be a difference of opinion or a different approach to problem solving. ✔Wrapping up diversity in the workplace; diversity is the art of thinking independently.  TE L N P ▪ Diversity improves financial performance and bottom line, ▪ An inclusive environment builds a sense of belonging amongst employees. ▪ When employees feel more connected at work, the benefits are L inevitable – better engagement, and a propensity to work harder. E ▪ Heightens creativity and innovation; Promotion of an inclusive T culture propels new ideas in the organization, P ▪ Boosts employee engagement, N ▪ Strengthens company reputation and improves hiring results, ▪ Focus on creating culturally diverse talent and not just culturally fit. ▪ Establish a Chief Diversity Office to spearhead and assimilate D&I beyond HR programs, well into the management strategy. ▪ Build an inclusive culture of collaboration and meritocracy. ▪ Create digital fluency. ▪ Leverage technology to drive engagement and drive competitive advantage of workplace diversity. ⮚ Sustainability Policies & Practices- ✔ These policies are a set of principles and rules that guide the decision-making processes and daily operations to ensure that the organization’s activities align with sustainable development goals. ✔ Environment sustainability policies are crucial as they address the L direct impact of organizational activities on the planet. E ✔ These policies include reducing energy consumption through T efficiency improvements and transitioning to renewable energy P sources, such as solar or wind power. N ✔ Waste management practices, such as recycling and composting, along with sustainable procurement policies, ensure resources are used responsibly. ✔ Diversity and inclusion policies emphasize the social dimension of sustainability. ✔ Such policies foster an inclusive culture that values diversity in the workplace. ✔ By prioritizing the hiring of underrepresented groups and implementing training to raise awareness about unconscious bias, organizations can create a more dynamic and innovative workforce. ✔ Employee resource groups play a pivotal role in supporting L diverse employees, enriching the workplace with a broad E range of perspectives and experiences. T ✔ Ethical sourcing policies reflect the economic and social P aspects of sustainability. N ✔ They ensure that the materials and products procured are obtained through fair trade practices, and that supply chains are managed responsibly. ✔ Regular audits and inspections of suppliers to ensure compliance with ethical standards are a part of these policies. ✔ This approach not only supports fair labor practices but also contributes to the stability and resilience of supply chains.  TE L N P ✔ Enforcing these policies requires diligent oversight and a commitment to continuous improvement. ✔ This might involve regular sustainability reporting, which provides transparency to stakeholders and a means to measure progress against sustainability goals. L ✔ It also requires a commitment from top management down to E every employee, integrating sustainability into the ethos of the organization. T P ✔ Transparency and accountable governance are another hallmark N of sustainable organizations. ✔ They operate with a high degree of openness, regularly reporting their performance and sustainability initiatives to stakeholders. ✔ This transparency extends to their supply chains, where they ensure that environmental and social standards are upheld. ✔ Sustainable organizations are distinguished by their long-term perspective. ✔ This perspective is embodied in their strategic planning, operations, and decision-making processes, which often involve rigorous sustainability assessments and integration of environmental and social goals into their business plans. ✔ Collaboration and partnerships are key strategies for these L organizations. E ✔ These collaborations can drive systemic change, such as T industry-wide commitments to reduce greenhouse gas P emissions or to eliminate forced labor. N ✔ Employee well-being and engagement are central to the culture of sustainable organizations. ✔ These companies understand their success depends on motivation, health and employee satisfaction. ✔ Therefore, they invest in safe, inclusive, and fulfilling work environments and actively involve employees in sustainability initiatives, fostering a sense of ownership and alignment with the company’s goals.  TE L N P ✔ Innovation and adaptability are also critical to sustainable organizations' DNA. ✔ They are often at the forefront of implementing new technologies and practices that reduce their environmental footprint and improve efficiency. L ✔ They also demonstrate agility in responding to changing market E and regulatory demands related to sustainability; T ✔ Most importantly a deep-seated commitment to social P responsibility and ethical practices underscores everything these N organizations do. ✔ They not only follow legal requirements but also go beyond them, setting high ethical standards for themselves and their partners. ✔ Their practices reflect a dedication to fairness, respect for human rights and promoting a fairer society. ✔ In the 21st century, sustainable organizations have become increasingly crucial due to their prioritization of environmental, social, and economic responsibilities.  TE L N P ▪ By implementing sustainable practices, organizations can significantly reduce their carbon footprint, helping to combat climate change. ▪ This action not only benefits the environment but also enhances the company's reputation, fostering goodwill among consumers who are increasingly making choices based on environmental impact. E L ▪ Sustainable organizations often lead the way in developing new technologies and business models that benefit both the company and society. T P ▪ For example, renewable energy solutions not only reduce N dependence on fossil fuels but can also offer more stable and potentially lower energy costs in the long run. ▪ Furthermore, sustainable organizations help mitigate risks associated with climate change, resource depletion, and social unrest. ▪ By foreseeing and adapting to these risks, organizations can maintain operational continuity and safeguard their long-term viability. ▪ Their forward-thinking approaches to business challenges also help build resilience and stability in a world of uncertainty. ⮚ Role of Technology ▪ The role of technology in shaping sustainable organizations is pivotal, as it underpins the ability to track, manage, and improve upon sustainable practices. ▪ Technology acts as both a facilitator and an accelerator of L sustainability goals. technological revolution. P E ▪ Energy-efficient technologies are at the forefront of this T ▪ These include advancements in building design, such as smart N lighting and HVAC systems that minimize energy use. ▪ Additionally, process improvements in manufacturing and logistics can significantly reduce energy consumption and waste. ▪ Data analytics and artificial intelligence (AI) are transformative tools that enable organizations to make sense of vast amounts of data to optimize operations and reduce resource use. ▪ AI algorithms can predict maintenance needs, reducing downtime and extending the life of equipment. ▪ Data analytics can also track sustainability metrics, providing insights that drive further improvements. L ▪ Green tech innovations span a broad spectrum of applications, E from renewable energy technologies to biodegradable materials. T ▪ Advancements in battery storage, for instance, have made solar P and wind energy more viable by solving the challenge of intermittent supply. N ▪ Innovations in materials science have led to more sustainable packaging options that reduce environmental impact. ▪ The integration of these technologies into business operations makes it possible for organizations to achieve their sustainability objectives more efficiently and effectively. ▪ They enable real-time monitoring and adjustment of practices to ensure that environmental impact is minimized and resources are used responsibly.  TE L N P ⮚ Key Challenges and their Solutions ⮚The path towards becoming a truly sustainable organization is fraught with challenges, ⮚One major challenge is balancing cost with sustainability. E L ✔ Sustainable practices are often expensive, which can be a deterrent for some organizations; T P ✔ Sustainable technologies and processes can lead to significant cost N savings in the long run through improved efficiency and reduced resource consumption. ✔ Seeking out government grants, subsidies and investing in cost- saving sustainable technologies are practical solutions that can help balance the initial costs of implementing sustainable practices. ⮚Resistance to change is another significant challenge. ▪ Transitioning to a sustainable business model often requires a fundamental shift in company culture and operations, which can be met with resistance from employees and management accustomed to traditional ways of doing business. E L ▪ Comprehensive education and training can mitigate this resistance by clearly communicating the benefits of sustainability and T empowering employees to be agents of change within the P organization. N ⮚Supply chain complexity also poses a challenge. ▪ Sustainable organizations must ensure that their ethical and environmental standards are upheld by their suppliers. ▪ This can be particularly difficult when dealing with a large number of suppliers or those in different countries with varying regulations. ▪ Developing stringent sustainability standards and performing regular supplier audits can ensure compliance and promote a more sustainable supply chain.  TE L N P ▪ The adoption of sustainable practices can sometimes be seen as a trade-off with performance, where eco-friendly materials or processes are viewed as less effective. ▪ However, continuous innovation and commitment to research L and development can yield sustainable materials and methods E that match or even surpass the performance of conventional alternatives. N PT ❖Sustainable Employee Training , Happiness & Wellbeing ✔ Sustainable Human Resource Management (HRM) has significant potential for improving well-being and reducing negative behaviors at work, like stress and turnover in the organizational context. ✔ the UN’s focus on sustainability, sustainable HRM is a new face of HRM (Nuis et al. 2021). ✔ Sustainable HRM, as a variant of the people management approach, is an emerging field having immense potential to make better organizational and societal outcomes. ❑ Susta in a ble HRM is a broa der HR len s a n d a h olistic a pproa ch th a t en com pa sses orga n iza tion a l h um a n a n d socia l ca pita l a n d con siders th e in fluen ce of HR policies a n d pra ctices on com m un ity/ society, en viron m en t, a n d econ om y (Ch illa ku r i L a n d Va n ka 20 20 ). TE ❑ Susta in a ble HRM fosters such orga n iza tion a l pra ctices w h ich P a re beyon d profit m a xim iza tion , a n d is future- orien ted in N term s of susta in in g h um a n , socia l a n d en viron m en ta l resources, th us, en surin g th e lon g- term surviva l of th e orga n iza tion a l opera tion s (Nu is et a l. 20 21). ❑ Susta in a ble Em ployee Wellbein g is flourishing employees (experience better well-being) who reach their full potential for their own benefit and for the benefit of their organization. ✔ To capture the economic benefits of good health fully, employers need to move from a sole focus of protecting against incidental risk and illness to helping employees achieve more optimal health. ✔ Employers can play a role in changing norms and catalyzing E L innovation around employee health and well-being through T training and interventions, with the help of policy makers, and P local governments. ✔ Policy and decision makers may want to consider a variety of N ways to protect and promote employee health. ✔ Possibilities include mandating upper limits on total working hours, health coverage paid by employers, and employee access to therapy and other psychological resources. ✔ Enhancing standards and transparency could enable employees to make informed choices about their employment while also allowing policy makers to audit progress on a wider scale. ✔ Increasing stakeholder demands for organizations to develop business models that integrate green environmental management and social responsibility have pushed many organizations to adopt pro-environmental behaviors. L ✔ Green HR practices can help organizations attract support and E resources to sustain their market competitiveness. T ✔ Green human resource management (HRM) activities, which P enhance positive environmental outcomes. ✔ Green HRM refers to the HR practices anchored in the promotion, N adoption, and implementation of environmentally sustainable and green workplace practices which reflect in how the organization manages its people and utilizes their expertise. ✔ Research have found that Green HRM practices have a positive influence on Employee Green Behavior/ EGB. ✔ Employers can improve employee health through six modifiable drivers. ⮚ Social interaction ▪ Social interactions at work experienced by employees strongly influence health and workplace outcomes. ▪ Feeling connected at work is associated with greater innovation, engagement, and quality of work—and may be especially impactful L for those with smaller social networks outside of their jobs. E ⮚ Mindsets and beliefs T ▪ There is a connection between positive mindsets and beliefs and P better health experience. N ▪ This includes the positive effects of a growth mindset on mental health and the benefits of gratitude on physical health. ▪ Positive mindsets and beliefs in the workplace are also greatly influential in good holistic health. ▪ Employees who are intrinsically motivated and able to maintain better well-being over time, creating a positive performance loop. ▪ Additionally, employee self-efficacy and adaptability are capabilities that can be cultivated among employees to make a more resilient and healthy workforce. ▪ Employers can foster meaning and belonging by engaging employees through compelling storytelling and fostering a connection to an organization’s mission. ⮚ Productive activity L ▪ This includes volunteering, caregiving, spending time on hobbies, E worshiping, spending time on activism, playing music, and traveling. T ▪ This activity is an individual’s sense of self-efficacy—an employee’s P belief that they can cope with difficult or changing situations. N ▪ Self-efficacy can be improved through interventions, suggesting that employers can target self-efficacy to improve employee productivity. ▪ Enjoyable leisure activities are also associated with improved psychosocial and physical measures that support good health and well-being, including greater life satisfaction and engagement and lower rates of depression, blood pressure, cortisol, and physical function. ⮚ Stress ▪ Stress itself isn’t necessarily a bad thing, as it’s actually needed to learn, grow, and develop. ▪ Optimal levels of stress can contribute to better performance called as Eustress. L ▪ After that point, the benefits diminish into worse well-being because of E the excessive demands of high stress and lack of replenishment of energy T resources, known as Distress. P ▪ The employer’s role is to ensure that employees are stimulated, N challenged, and motivated—but not overwhelmed—by the demands they experience in the workplace. ▪ In case of Job distress , interventions should focus on building in recovery time so that employees can regain their energy after high-demand periods. ⮚ Economic security ▪ While what it takes to feel economically secure is unique to each person, employers can reduce feelings of financial insecurity by ensuring that compensation covers basic needs. ⮚ Sleep ▪ There’s a strong association between sleep hours and both employee health and workplace outcomes. ▪ one of the main contributors to an employee’s average number of L sleep hours is the experienced volume of work required of them. E ▪ Hence, the employee programs that look to improve adaptability may T in turn improve employees’ satisfaction with their sleep. P ▪ HR interventions can include creating work environments with ample N natural light and access to healthy foods, limiting or disabling employees from being online after hours, creating incentives for employees who prioritize sleep, and encouraging and rewarding leaders who model the prioritization of sleep over work. ▪ In rethinking a workplace strategy on employee health and well- being, the Employee Assistance Program/ EAP interventions can be useful starting points for positive and sustainable action towards Employee health and wellbeing. ▪ To capture the economic benefits of good health fully, employers need to move from a sole focus of protecting against incidental risk and illness to helping employees achieve more optimal health (McKinsey & Company). TE L N P ⮚ Action Steps ▪ Give workers more control over how they do their work. ▪ Allow employees more flexibility about when and where they work. L ▪ Increase the stability of workers’ schedules. workplace problems. PTE ▪ Provide employees with opportunities to identify and solve ▪ Encourage managers in your organization to support employees’ N personal needs. ▪ Take steps to foster a sense of social belonging among employees. ▪ Develop Capability Development Framework Model for empowering your workforce. ▪ Equip your team members to take on future challenges and opportunities. ▪ Instill a commitment to organizational goals and business ethics. ▪ Transform beginners /Newcomers into resources that efficiently execute initiatives & projects. ▪ Fuel employee empowerment through learning and development opportunities, L ▪ Unleash your team’s potential to capitalize on bigger business E opportunities, project ready and billable. N PT ▪ Upskill your employees into highly efficient resources that are  TE L N P ❖ Building Resilient Organizations ⮚ What Defines a Resilient Organization? ⮚ Resilient organizations are structurally sound, ideologically coherent, strategically grounded, and emotionally mature. L ⮚ The dimensions of resilient organizations include: E ✔ Structural: The organizational form, roles, and mission. ✔ What kind of vehicle are we? ✔ Where are we going? N PT ✔ Ideological: The organizational vision for the world. ✔ Strategic: The organizational plan to advance toward this vision. How do we get there? ✔ Emotional: The organization’s expectations of its people and people’s expectations of the organization in matters of emotional, physical, and spiritual care and well-being. ✔ How do we behave on the journey? ⮚ How can organizations enhance their capacity for responding to crisis in the increasingly complex world? ⮚ Today’s organizations inevitably face more frequent and greater crises that threaten their continued functioning and performance. their culture and structure. T L ⮚ Organizations can avoid and better respond to crises by adjusting E ⮚ Which traits of resilience can help organizations thrive under P extreme conditions? N ⮚ Certain characteristics of resilient organizations would enable and promote nimble strategies, adaptive cultures, and the implementation and effective use of advanced technology. ✔ Preparedness- Most successful leaders plan for eventualities, both short- and long-term. ✔ Adaptability- Leaders recognize the importance of having versatile employees, flexibility/adaptability as most critical to their organizations’ futures. ✔ Collaborative- Most CEOs indicated the importance of collaboration within their organizations, noting that it sped decision-making, mitigated risk, and led to increased innovation. ✔ Trustworthy-Many leaders understand the challenge of building trust; those who are succeeding are focusing on improving L communication and transparency with key stakeholders, as well as E leading with empathy. T ✔ Responsible- Most of the leaders acknowledge that the business P world has a responsibility beyond the bottom line; felt that their N organizations could quickly adapt and pivot in response to disruptive events; balancing all of their stakeholders’ needs as well. ✔ Organizations that deliberately build these attributes into their mindsets and cultures are better positioned to overcome disruptions and help usher in a “better normal” post-pandemic. ✔ A resilient leader must sustain his people, organization , and society—as well as their ability to lead—so that he/they can endure the long road ahead and build trust among all stakeholders.  TE L N P ⮚ The skills that leaders need to develop in order to build resilient organizations. TE L N P ❖ Steps to Building a Resilient Organization ✔ Following iterative steps as standard operating practices: ▪ Anticipate— Discern what’s happening in the environment and prepare to act on challenges and opportunities. L ▪ Adapt— Mobilize and collectively implement actions by empowering the E organization to work and collaborate in new and different ways. T ▪ Assess— Review and reflect on progress to collectively learn, evolve, and P build capability and capacity. N ▪ Reviewing and analyzing -individual, organizational and environmental factors that shape crisis preparedness and response capacity; ▪ The multilevel learning mechanisms to enhance resilience in organizational systems. ▪ To identify and act upon factors at individual, organizational and environmental levels that shape crisis preparedness and responses, as well as the learning processes that strengthen organizational capabilities, thus enhance resilience. ▪ Social competence and interpersonal skills are a necessity in high reliability organizations; thus, relational capabilities provide a context in which cognitive, behavioral, and emotional capabilities can be activated’. ▪ Organizations should cultivate emotional capital to enhance L resilience, and as one of the strategies they recommend openness to E express and discuss emotions. T ▪ The complex dynamic interaction between people and technology; P the socio-technical and socio-material systems can resolve many N unexpected adversity at the time of crisis. ▪ Relationships with stakeholders help in facilitating crisis responses through resource flow and mitigating crisis consequences, i.e. integrate with stakeholders, manage their expectations, and maintain organization’s legitimacy. ▪ Learning from crises-organizational performance improves with leveraging on individuals’ experience, which allows organization to introduce necessary modification.  TE L N P  TE L N P ⮚ Tips to build resilient organizations ▪ Have a leadership mindset ▪ Foster a positive culture ▪ Be adaptable ▪ Strategically problem solve ▪ Run productive meetings TE L P ▪ Encourage innovation N ▪ Foster alignment ▪ Measure resilience ▪ Empower your team ▪ Develop effective decision-making practices ⮚ Key Capabilities of the Resilient Organization ▪ Purpose and meaning; ▪ Empowerment; ▪ Social connections ▪ Emotional intelligence; ▪ Learning orientation; L ▪ Innovation ▪ PTE “Sense-making” of current realities and inspiring renewed purpose; particularly important to the Anticipate step, in order to scan both what’s happening in real-time, as well as opportunities that are emerging. N ▪ Leadership is compelled to clearly articulate goals and roles, along with providing the necessary resources for teams to mobilize and implement (Adapt) the new direction; distributing and establishing authority and accountability for decision making. ▪ Building strong relationships and networks based on trust and mutual support; an essential capability to effectively Adapt, as well as necessary to collectively learn (Assess), these connections become the bedrock of the resilient organization as collaboration and sharing of information is heightened. ▪ Recognizing, managing, and expressing emotions in a constructive way; typically considered as an individual competency, an organization’s culture reflects its collective emotional intelligence. ▪ Organizations should display empathy for what their people are experiencing enables teams to better cope and Adapt. TE L ▪ Reflecting on experiences and applying learning to new challenges; routinely seeking constructive feedback for what’s working and what isn’t, and acting on this feedback, enable the P organization to collectively Assess and learn on an ongoing basis. N ▪ Generating and applying innovative solutions to address challenges; requires leadership to challenge, empower, and reward their teams to innovate and solve problems in novel ways. ▪ The collective resilience also strengthens individual resilience, signaling to each member of the organization the importance of incorporating practices that keep them engaged and motivated, and capable of giving their all to what they do — at work and beyond. ⮚ Best Practices based on Research Outcomes- ✔ Regularly engage your leadership team in collective sense-making through taking stock of both threats and opportunities and identify areas of strength to leverage in order to develop areas of weakness. L ✔ The SWOT analysis( strength, weakness , opportunity, E threat) exercise can be done through a robust discussion based on the following questions: T P How are the challenges we’re encountering familiar? N How are we challenged in ways for which we have no experience? How are these challenges reinforcing threats? How are these challenges presenting new opportunities? ✔ Periodically assess Direction, Alignment, and Commitment to net greater purpose and meaning, as well as contribute to a learning orientation. ⮚ Example- Direction: To what degree do we have group goals that guide our key decisions? What are they? How can we get clearer? Alignment: To what degree does our combined work fit L together? Examples? How can we get better? E Commitment: To what degree do we make the success of the T whole a priority? To what extent are individuals willing to “take P one for the team” if it benefits the broader organization? ✔ Strategically push problem-solving and decision making N down to the lowest possible level, and empower agile teams to focus on identified opportunities via “sprints,” or time- boxed periods of focused work. ✔ Unleashing the creativity of individuals and charging them with the task of generating new solutions to business challenges creates a culture of innovation, as well as enhances social connections. ✔ “Empathy Mapping,” a means to refresh an understanding of stakeholders’ explicit and implicit needs; by reframing problems from the stakeholders’ point of view, the team is collectively building awareness, which contributes to emotional intelligence. T L ✔ Create a culture of learning- Begin or increase efforts to routinely E conduct reflection and learning exercises at critical milestones. ✔ Organization to explore the impact of decisions and actions, seek N P feedback on what is working and isn’t, and develop the insights into actions that ensure the learning is being carried forward. ✔ Resilience training for employees can equip your people to perform at their best. ✔ Resilient organizations have teams who rally together on common goals, are open and responsive to the challenges placed before them, and work tirelessly through ambiguity and uncertainty.  TE L N P