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Resilient Leader, Resilient Team

An agile organization responds to whatever changes the marketplace throws at it. But ironically, navigating change smoothly requires consistency.

Rapid technological changes combined with social and economic uncertainties make adaptability, flexibility and resilience highly prized skills for both individuals and companies. The most successful companies know how to quickly harness their resources in response to constantly shifting circumstances.

Ironically, navigating change smoothly requires consistency. While work responsibilities, schedules and even locations may change with ever-evolving technologies, it’s critical to build flexible, resilient teams around core values – expressed in a mission statement – and company-wide goals. This fosters transparency about what companies expect from their employees and the values they reward. It’s the foundation of trust which makes managing risk possible.

Image of: The Leader’s Guide to Resilience
Book Summary

The Leader’s Guide to Resilience

You can develop the tools and mind-set to lead resilient teams that thrive even amid uncertainty.

Audrey Tang FT Publishing
Read Summary

Positive, productive cultures are shaped by positive, productive leaders who take a company’s core values to heart and endeavor to model them for others. Psychologist Audrey Tang says in The Leader’s Guide to Resilience that these virtues begin when leaders take time for some “self-ish” reflection. By that, she means taking the time to evaluate your own needs, choices and actions. Leadership starts with your mindset. Tang suggests identifying three values that inspire you and integrating them fully into your leadership style. By aligning with your own values, you’ll attract others who share those same values. Reflect also on your strengths, interests and temperament.

Related Summaries in getAbstract’s Library
Image of: Disruptor
Book Summary


Harness your agility and resiliency with a proactive mind-set to become a stronger, more agile leader.

Manish Bundhun Manish Bundhun Read Summary
Image of: Everyday People, Extraordinary Leadership
Book Summary

Everyday People, Extraordinary Leadership

Your corporate title doesn’t make you a great leader, but five value-based practices may do the job.

James M. Kouzes and Barry Z. Posner Wiley Read Summary
Image of: Rock the Boat
Book Summary

Rock the Boat

Create change by blending command and control with autonomy, servant leadership and work-life balance.

Danelle Barrett Greenleaf Book Group Read Summary
Image of: What the Distinctive Brains of Resilient People Can Teach Us
Article Summary

What the Distinctive Brains of Resilient People Can Teach Us

People can transform negative emotions and experiences into motivations by becoming more resilient.

Laura Moreno-López Aeon Read Summary
Image of: Mindset
Book Summary


People can be of two minds: fixed and flexible. In a changing world, flexible is better for relationships and growth.

Carol S. Dweck Random House Read Summary

Agile companies are customer-centric and often organize employees into small, cross-functional teams focused on particular projects or tasks, working relatively autonomously with short-term deadlines. Author Stephen Denning suggests in The Age of Agile that business resilience starts with an understanding of agility fundamentals:

  • a teams structure networked together for greater flexibility in meeting unexpected challenges quickly. 
  • an emphasis on open communications in every direction, not just from the top down. 
  • a willingness for leaders to listen, especially to customers and to employees on the “front lines of the business.” 
  • a willingness to evaluate results and make adjustments to improve processes
Image of: The Age of Agile
Book Summary

The Age of Agile

Businesses using agile management practices can flourish in times of tumultuous change.

Stephen Denning AMACOM
Read Summary

Encourage a “fertile” work environment by nurturing the autonomous contributions of employees while at the same time motivating them around specific organizational goals and solutions. Set measurable targets along the way. Build agility into your corporate structure by making team-building exercises and feedback loops part of your workplace culture.

Here is how to do so:

Related Summaries in getAbstract’s Library
Image of: The Next Rules of Work
Book Summary

The Next Rules of Work

Forget the color of your parachute. Success today is all about mind-set and continual learning.

Gary Bolles Kogan Page Publishers Read Summary
Image of: Resetting Management
Book Summary

Resetting Management

Organizations that thrive amid uncertainty embrace a “reset mind-set” and cultivate business agility.

Martin Králik and Stéphane J. Girod Kogan Page Publishers Read Summary
Image of: Lean vs. Agile vs. Design Thinking
Book Summary

Lean vs. Agile vs. Design Thinking

Agile? Lean? Design Thinking? How do you choose among competing approaches to product development?

Jeff Gothelf Sense & Respond Press Read Summary
Image of: Agile Is Not Enough
Article Summary

Agile Is Not Enough

Agile project management isn’t just for digital natives, but legacy organizations will need to clear a path for it.

Will Poindexter and Steve Berez MIT Sloan Management Review Read Summary
Image of: Resilience


Life’s tough. Here’s how to weather life’s storms and keep going.

Open Channel

Image of: Agility


What worked nicely yesterday may no longer work today. Learn how to make your organization agile: Adapt rapidly to market and environmental changes…

Open Channel
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11 We have curated the most actionable insights from 11 summaries for this feature.
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