The role of mental wellbeing in developing a resilient organisation

Keywords: resilience, mentalhealth, agility, psychologicalsafety, adaptability

Date: 29 August 2024, WorkLife Digital

In today’s fast-paced world, where disruption is not just an occasional challenge but a regular occurrence, the ability of organisations to repeatedly rebound from setbacks, and take advantage of new market opportunities, has become a critical marker of success. Whether it’s economic downturns, technological shifts, global pandemics, or other unexpected crises, organisations must not only survive but thrive in the face of adversity. This resilience is not accidental; it is the product of a deliberate strategy that integrates agility, psychological safety, adaptable leadership, and a cohesive culture. At the heart of this strategy is a focus on mental wellbeing, which is increasingly recognised as the cornerstone of organisational resilience.

The importance of agility

Agility is often cited as a key component of resilience. An agile organisation can quickly pivot in response to changes, adapting its processes, products, or strategies to meet new challenges. However, agility is not just about operational flexibility; it also requires mental agility among employees. This means fostering an environment where individuals feel supported in thinking creatively and embracing change rather than being paralysed by fear of the unknown.

Mental wellbeing plays a crucial role in maintaining this agility. When employees are mentally well, they are more likely to engage with change proactively, viewing challenges as opportunities for growth rather than as threats. Organisations that prioritise mental health by providing resources such as coaching services, stress management programs, and promoting work-life balance create a workforce that is not only more agile but also more innovative and productive. By ensuring that employees feel mentally prepared to handle disruptions, organisations can maintain the agility needed to navigate an ever-changing landscape.

Psychological safety: The foundation of resilience

Another critical element of organisational resilience is psychological safety. Coined by Harvard Business School professor Amy Edmondson, psychological safety refers to a climate where employees feel safe to take risks, share ideas, and admit mistakes without fear of punishment or ridicule. In such environments, teams are more likely to collaborate effectively, innovate, and learn from failures—essential behaviours for bouncing back from disruptions.

Mental wellbeing is deeply intertwined with psychological safety. When employees are mentally well, they are more likely to feel confident in expressing their thoughts and concerns. This openness leads to a culture of trust and mutual respect, where individuals feel valued and heard. Conversely, poor mental health can lead to increased anxiety, fear, and self-doubt, which can stifle communication and hinder collaboration. By prioritising mental wellbeing, organisations can create a psychologically safe environment where resilience can flourish.

Adaptable leadership: Guiding through uncertainty

Leadership plays a pivotal role in steering organisations through turbulent times. Adaptable leaders who can adjust their strategies and communication styles in response to changing circumstances are crucial for building resilience. However, adaptable leadership is not just about external actions; it also involves internal emotional and psychological resilience.

Leaders who prioritise their own mental wellbeing are better equipped to manage stress, make clear decisions, and inspire confidence in their teams. They model the behaviours needed for resilience, such as staying calm under pressure, being open to new ideas, and maintaining a positive outlook even in the face of adversity. Additionally, leaders who are attuned to the mental wellbeing of their employees can better support their teams, providing the guidance and resources needed to navigate challenges effectively.

Organisations can foster adaptable leadership by providing training that emphasises emotional intelligence, stress management, and resilience-building techniques. By cultivating leaders who prioritise mental wellbeing, organisations ensure that their leadership remains strong and adaptable, even in the most trying times.

Cohesive culture: The glue that binds

A cohesive culture is the glue that binds an organisation together, especially during times of disruption. When employees feel a strong sense of belonging and alignment with the organisation’s values and goals, they are more likely to pull together in the face of challenges. This unity is essential for maintaining morale and ensuring that everyone is working towards a common purpose.

Mental wellbeing is a key driver of a cohesive culture. When employees feel mentally well, they are more likely to engage positively with their colleagues, contribute to a supportive work environment, and align with the organisation’s mission. On the other hand, a culture that neglects mental health can quickly become fragmented, with stress, burnout, and disengagement leading to a breakdown in collaboration and communication.

Organisations can promote a cohesive culture by embedding mental wellbeing into their core values. This might include regular check-ins on employee wellbeing, creating spaces for open dialogue about mental health, and celebrating achievements that contribute to a positive work environment. By doing so, organisations not only enhance their resilience but also create a culture that attracts and retains top talent.

Mental wellbeing as the bedrock of resilience

In a world where disruption is the norm, resilience is not just a desirable trait but a necessity. Organisations that can repeatedly rebound from setbacks do so because they have developed a systems mindset that emphasises agility, psychological safety, adaptable leadership, and cohesive culture. At the heart of this approach is a commitment to mental wellbeing, which serves as the bedrock of resilience. By prioritising the mental health of their employees and leaders, organisations can create an environment where individuals and teams are equipped to handle whatever challenges come their way. In this way, mental wellbeing is not just a component of resilience—it is its foundation.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

REFERENCES

* Wut TM, Lee SW, Xu JB. (2022) Role of Organizational Resilience and Psychological Resilience in the Workplace-Internal Stakeholder Perspective. Int J Environ Res Public Health.