Developing Resilient Yet Agile Leaders for Your Organisation

On this panel discussion, made up of Mike Forde, Director of Football Operations at Chelsea Football Club, Stephen Chase from Thames Valley Police, and Ali Peck, Director of People at RNLI (Royal National Lifeboat Institute).

Mike helps us to understand that in sports training, from as young as 7 they start to build resilience in their training. It’s fascinating to learn that a footballing organisation considers resilience to be such a core part of the development of players. Players need this to help them cope with constant change and challenge they face as they grow as players and people.

There’s a great piece of learning offered there around the support needed for players by the traditional support workforce.

From the policing perspective, they understand resilience in different terms. The first is in terms of operational resilience – are they capable as an organisation to deal with events as they arise. The second is in terms of helping people to deal with traumatic and distressing things they may face in their day to day activity. Last is around the personal resilience we have to deal with turbulence in your own life.

Ali helped to understand the importance of understanding the DNA of your organisation so you know where your strengths are. By using Lean thinking, and starting at the end point of saving lives in the water, they were able to track back every step of what they do and identify where duplication and unnecessary process/policy exists. Having done the exercise they are realising savings of £20 million.

Really nice to hear that they had core learnings about not losing sight of the people and how they are resilient and in giving them power, they produce results. There was a lot of learning that resilience is about physical, mental and emotional aspects of people.

Some great sharing from Mike about the fact we need to look at the whole person when it comes to building people and developing them. We just don’t do this in organisations. We done care about the whole person. We care about the performance of the person and neglect all else. At the peril of organisations.

This is followed on by a point from Stephen and Ali that there is a difference between personal energy and personal resilience. Yes.