Quarantine resilience: see how to develop this trait!

Faced with a humanitarian and economic crisis like the one we are currently experiencing, we can see that our most primitive characteristics stand out, right?

And we’re not just talking about overbuying toilet paper or canned food. Our instinct for survival also surfaces in the way we work or lead a team, for example.

Not by chance, one of the buzzwords of the moment is “resilience,” an essential trait for survival that we talk a lot about, but about which we often don’t understand the exact meaning.

Sales spreadsheet kit to plan, motivate your team and not lose information

3 types of spreadsheet with ready-made formulas to put your business routine in order without much effort.

In this article, we’ll explain this term further and also explore why it has become even more relevant today. Check out!

Resilience has never been needed more

The term resilience comes from the Latin (resiliens) and means to return to a normal state, particularly after some extraordinary and critical situation.

If we look at it from the point of view of physics, this is the characteristic of a certain material returning to its natural condition even after applying certain force or pressure on it.

So, saying that someone is resilient is nothing more than saying that this person has the ability to deal with great challenges and to adapt or develop from them, without major impacts on their personal nature.

Something fundamental for the VUCA world we live in (even before the pandemic), characterized by characteristics of volatility, uncertainty, complexity and ambiguity.

And, of course, if we are in a scenario marked by great pressures like the one we are now, resilience has become even more important for survival. This characteristic, in recent months, has been strongly demanded from individuals, companies and even nations to deal with all the challenges imposed.

It is very important to emphasize, therefore, that it is not only people who need to be resilient, but organizations as well.

If a company has low flexibility, a plastered culture and slow decision-making, for example, its resilience is low to adapt to everything we are going through. Therefore, it is necessary that she also develop this characteristic!

It is thanks to this ability to adapt and develop that we can:

  • Make decisions quickly;
  • Get the best out of each person in a collaborative context;
  • Innovate safely;
  • Plan with an eye on the medium and long term.

The 3 Levels of Corporate Resilience

A resilient organization is also one that allows its employees to develop this ability more naturally.

Therefore, we bring three important levels to the so-called corporate resilience, the quality of companies that manage to recover from a certain event in their ecosystem – not just a major global crisis like the one we are currently experiencing.

This ability usually comes into play when it is necessary to deal with something that is beyond the management’s control, requiring adaptations to the business model, definition of new strategies or a change in culture, for example.

And these three paths to resilience, it is important to emphasize, should not be treated independently, but evaluated together to achieve the best results for the future of an organization.

1. Reactive capacity

Reactive capability is the most basic level of corporate resilience, which is picking up on certain signals and acting in response.

Speaking specifically of the new coronavirus, this capacity corresponded, for example, to the creation of committees and the monitoring of information to follow the evolution of the pandemic around the world and predict possible impacts on the business.

Looking at these signs, interpreting them and taking the first steps seems simple for small companies, but in large corporations it can be a big challenge.

2. Absorbent capacity

In the absorptive capacity, we assess the capacity of organizations to absorb the impacts of a given event.

In view of the latest facts, this meant, for example, cutting excess resources in order to respond to the consequences of this critical situation. Here again, different company profiles are affected differently.

While large companies have a high surplus to eliminate without major risks, small and medium companies have a greater impact on cash, which is already quite optimized.

3. Adaptive capacity

When we come to adaptive capacity, we are talking about significant changes in the organization’s structure and culture to adapt to the turmoil of its ecosystem.

This level of resilience calls for a balance between management and innovation skills and depends heavily on a company’s intellectual capital.

In this crisis, we can fit here the adaptations that involve permanent changes from the physical office to the home office, the adoption of new technological systems and even the launch of new products or services.

How can you be a resilient leader?

The three paths to corporate resilience are a great tool to understand how well an organization is or is not evolving in this capacity. But it can also serve as a self – assessment of your leadership and your professional performance within it.

How much have you been able to react, absorb the consequences of the crisis and adapt to it?

You have probably developed actions on these three levels. After all, resilience is a trait we all have to some degree, a primal instinct that has helped us survive over thousands of years on the planet.

But, we need more than survival. We need to lead change in this time of crisis.

Therefore, it helps your team and your organization a lot that you, as a leader, further develop your behaviors related to resilience.

Want to know how? Below, we talk about five behaviors you can start applying as soon as possible:

1. Stay informed about the moment, but not too much

If you need to interpret signals to react, you can’t be a resilient leader without following what’s happening.

It is necessary to know what the latest developments have been in the country and in the world, be updated on the political and economic situation (and its impacts on its ecosystem) and discover trends for its area of ​​operation.

But be careful!

While we are experiencing a Covid-19 pandemic, there is also an infodemic – a pandemic of information, both true and false. This excess of information can have a more negative than positive impact on your management, increasing anxiety and taking the focus away from what is really important to know.

2. Take care of your mental health and that of your salespeople

We talk about anxiety, so we can’t stop talking about mental health. The crisis and social isolation have intensified and brought new emotional challenges to our routine, which we cannot possibly ignore.

Anxiety, stress and depression directly affect the team’s motivation and, consequently, its ability to react to problems, deal with challenges, innovate and create new solutions.

As a sales leader, it’s important that you take care not only of your salespeople’s emotional challenges, but also your own mental health during this quarantine.

3. More than reacting, adapting

With so much going on, it feels like we go on autopilot and just react to each new challenge presented, doesn’t it?

However, as we have seen, it is not enough just to react to what happens, it is necessary to absorb the impacts and, above all, adapt to this new context.

This must happen in various spheres, from the way you manage your team remotely, to the way your company adds value to a client also facing this crisis.

4. Set goals and objectives

Even though planning has been turned upside down over the past few months, it is very difficult to remain resilient without a goal to be achieved.

While it’s not a definite number to hit, you and your team need a mission to accomplish. Looking ahead will help to find the best solutions and effectively adapt to the future you want to build.

5. Cooperate

If we’re talking about resilience as an element of survival, we need to remember how we humans got here: cooperating.

This, without a doubt, is a way to build resilience personally or within the organization.

This cooperation can happen between individuals of the same team or even between companies in the same sector. As an example, we have observed how different countries have collaborated to face the crisis, with donations, financial assistance, among others.

Why can’t you and your company look for solutions on this path too?

Adaptation and resistance to face what is happening and what is to come!

Despite many cities returning to normal life, we have already gone through three months of quarantine, with many consequences of the pandemic still happening or being predicted for the next few months. Therefore, we see no other path to success in these times ahead without relying on resilience.

So, if you and your company still have a lot to evolve in this regard, don’t waste your time. This feature was and will be increasingly decisive for us to face great challenges, in a grand way too!