Here you have a powerful metaphor for developing people, that you can use in one-to-ones and team meetings, to encourage people to give things a go and to develop emotional stamina. It’s also a great visual reminder to reinforce the approach you take to self-care and to improving.
When you first ask people why they do their job, the predictable answer is ‘For the money.’ Once you get past that, more meaningful responses come to the fore that fit the person and the values underpinning their choice of role. It’s helpful to have access to the organisation’s vision and values statements to facilitate further discussion. Hearing you clarify what you stand for and why you do the job you do will inspire and strengthen the pride your people take in their work.
Anyone can practise appreciating as a resilience habit and the more everyone does this, the more you will all notice a difference to the climate and the culture. A great way to remind and encourage people to apply this on a daily basis is to use it at the start of team meetings. Ask team members to respond briefly (just one phrase) to Today’s Best Bits or Best Bits so far today. Take a lead so that you set the tone and pace and keep it fast and punchy – no discussion necessary, just a short input from everyone to raise the energy and inspire one another.
Don’t worry if at first the Best Bits are a little mundane, e.g. nice sandwich at lunchtime. Keep persisting and people will soon get the drift and look forward to hearing what’s gone well.
This resilience habit is a great way of getting people to think beyond themselves, to think things through and to think bigger picture. Disruption, inefficiency and conflict are often just a few degrees of separation away from an action or an omission. Discussing consequences, step by step, in team meetings reinforces taking this kind of responsibility as a consistent practice:
If I do this…… , then this…. , then this……. , then this……
And if I don’t do this……, then this…… , then this ……. , then this…….
Considering Consequences is quite an eye-opener when explored in the context of values. People soon realise that the consequences of NOT living the values of the organisation have actually become the reality for many.