Developing Resilience - Leading Talent in the 21st Century

Developing Resilience —
Leading Talent in the 21st Century

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Speaker: Sarah Le Roy
Vice President, Talent
Linkage

Moderator: Kellye Whitney
Managing Editor
Chief Learning Officer magazine

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Kellye Whitney
Managing Editor
Chief Learning Officer magazine

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Sarah Le Roy
Linkage

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Developing Resilience—
Sarah Le Roy

Bio

Sarah Le Roy is Vice President of Talent at Linkage. Sarah joined Linkage following a 20
year career in the financial services, consulting, and technology businesses where she
focused predominately on human capital and talent management engagements.

Sarah has worked with leaders at all levels across a number of industries focused on
driving business results through strategic talent management, action driven
coaching, team building, and the development of innovative problem solving strategies.
Sarah holds a BA from Williams College, and an SM from the Massachusetts Institute of
Technology’s Sloan School of Management.

Copyright © Linkage. All rights reserved. www.linkageinc.com

8

The statistics

• According to a Mercer study, 32% of employees are ‘planning to leave’ their
employers, versus only 19% two years ago.
• According to Pricewaterhouse Coopers 14th Annual CEO Survey, 83% of the 1,200
CEOs surveyed globally plan to change their firm’s talent management strategy
over the next 12 months. For 31%, these changes will be major.
• The Towers Watson Talent Report found that 65% of companies are more
concerned about the retention of critical skills and top performing employees now
than they were before the economic crisis hit. And this percentage is growing.


9

What is resilience?


10

Resilience is…

• The ability to recover from difficulties
• The ability to move forward in the face of adversity
• The ability to adapt to the ‘new normal’ and thrive


11

Why does resilience matter?

• Resilient leaders are capable of moving forward in the face of seemingly
insurmountable obstacles
• Resilient people take failures and turn them into experiences that drive positive
change for the future
• Resilient leaders are fundamentally optimistic which in turn helps to create a ‘can
do’ atmosphere
• Resilient leaders help build organizational strength by enabling a culture that can
flex in tough times


12

Resilience = Flexibility = Adaptability


13

The enemy is…

• Compressed deadlines
• Lack of decision making hierarchy
• Fewer resources doing more work
• Always on mentality
• Opacity

Resilience isn’t hard wired - it can be taught both individually
AND systemically.


14

Why does resilience matter?

• The ‘new’ normal is not static
• The pace of change and innovation is just getting faster
• Lack of resilient talent will result in higher rates of attrition
• Organizations with high resilience quotients will be more successful


15

What does it mean to be a resilient organization?

• Employees are engaged – trust is present
• Leaders communicate what is going on internally and externally – clearly and often
• There are sufficient resources to manage the workload
• The culture enables and promotes flexibility
• Culture is open to innovation and new ideas
• Organization is a ‘learning organization’


16

Polling Question - How Resilient is your Organization?


17

How to lead to resilience

• Be very clear about setting expectations and defining parameters even in times of flux
• Provide opportunities for further training or development – as the pace of work
increases employees (and organizations) need to be on the same learning curve
• Resilience is a ‘fancy’ word for continuous adaptability – building and leading for
resilience is akin to leading and managing change on an ongoing basis
• Put your most effective leaders at the forefront of the most difficult challenges – they
will create resilient teams that can weather the turbulence
• Put your most engaged, driven, resilient performers on the top priority work
• $10,000 work not $10 work
• Encourage sensible autonomy


18

Resilient teams work interdependently


19

The resilient leader gives…

• People the knowledge that they can have some control or ability to influence their work
and how they accomplish it
• People the ability to prioritize and determine when and how their work gets done
• Trust
• But…requires accountability
• Provides ‘air cover’


20

Polling question - How good are your leaders at developing and
leading for resilience?


21

Competencies of the resilient leader

A Dream For thearound corners; doing the smart, Honesthing)
(seeing Future Sees it Clearly right Perspective

Achievability Believability Transferability

Seeing it
Creating A Developing A Flawless
clearly –
Vision Strategy Execution
articulating it

Strategy
Steps in Point of View WWW&H
describing
Growth Execution
and defining a What - POV
vision Systems What you believe? Who – Work Profile
When – Critical Path
Where we are we
headed? How – Work Breakdown
Where we are now?
How we are going to
get there?


22

Strategies for building resiliency in your organization

Understand the organization’s approach to change and understand how constant
change has an effect on your people. A few things to consider:
• Does your organization: Develop specific, actionable plans and strategies and
consider the human impact of change or is your organization continually
running behind the curve and just trying to keep up?
• Does your organization: Recognize that individuals and teams are in ‘different’
places regarding change/failures/projects? (e.g. Those closest to change will
be well in advance of those who are just getting brought on board)
• Does your organization: Have consistent and transparent messaging around its
initiative, especially those which require adaptability?
• Does your organization: Actively coach, mentor, and develop its talent and
monitor progress and engagement?


23

Fall down seven times…..

Get up eight!

24

About Linkage

Linkage works with leaders and leadership teams worldwide to build organizations that
produce superior results. For over 25 years, we have delivered on this promise by strategically
aligning leadership, talent, and culture within organizations globally. We do this by providing
strategic consulting on leadership development and talent management topics and through our
learning institutes, skill-building workshops, tailored assessment services, and executive
coaching.

Linkage is headquartered in Burlington, Massachusetts with operations in Atlanta, Boston,
New York, San Francisco, St. Louis and outside the U.S. in Athens, Bangalore, Brussels,
Buenos Aires, Hamilton, Hong Kong, Istanbul, Johannesburg, Kuala Lumpur, Kuwait City,
Mexico City, Rome, Seoul, Shanghai, Singapore, Sydney, Vilnius.

781.402.5555
info@linkageinc.com
www.linkageinc.com


25

Questions & Answers

Sarah Le Roy
Linkage

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Developing Resilience - Leading Talent in the 21st Century

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