Building Resilience Requires Stability (Part 1)
Resilient teams have a clear north star—a common purpose—that binds teammates together. These teams know why their work matters and how their efforts fit within the bigger picture. Leaders must communicate their goals and messages clearly and serve as the stabilizing force—reinforcing the common purpose with their thoughts and actions. Watch Part 1 >>
Building Resilience Requires Connection (Part 2)
Even the most resilient individuals are going to have days that challenge them. A resilient team made up of diverse individuals is stronger than a resilient individual. Together, they can leverage strong communication and awareness to build their connections within their team and across their organization—ultimately becoming more resilient. Watch Part 2 >>
Building Resilience Requires Agility (Part 3)
To be resilient, organizations must be agile. Agility requires action and empowerment, or the ability, willingness and encouragement to adapt to changing conditions. To enable agility, leaders must think like a gardener—creating an ecosystem where people in the organization are encouraged to act based on the conditions on the ground. To be agile, organizations must make the team their strength. Watch Part 3 >>
General Stanley McChrystal
Retired 4-Star General | U.S. Army3 Ways to Build Resilience
Published September 2, 2021TOPICS IN THIS ARTICLE
BusinessCommunicationDecision-MakingEmotional IntelligenceExecutionLeading OrganizationsMeetingsMilitaryResilienceTeam BuildingBuilding Resilience Requires Stability (Part 1)
Resilient teams have a clear north star—a common purpose—that binds teammates together. These teams know why their work matters and how their efforts fit within the bigger picture. Leaders must communicate their goals and messages clearly and serve as the stabilizing force—reinforcing the common purpose with their thoughts and actions. Watch Part 1 >>
Building Resilience Requires Connection (Part 2)
Even the most resilient individuals are going to have days that challenge them. A resilient team made up of diverse individuals is stronger than a resilient individual. Together, they can leverage strong communication and awareness to build their connections within their team and across their organization—ultimately becoming more resilient. Watch Part 2 >>
Building Resilience Requires Agility (Part 3)
To be resilient, organizations must be agile. Agility requires action and empowerment, or the ability, willingness and encouragement to adapt to changing conditions. To enable agility, leaders must think like a gardener—creating an ecosystem where people in the organization are encouraged to act based on the conditions on the ground. To be agile, organizations must make the team their strength. Watch Part 3 >>
Never miss an inspiring leadership insight or the latest leadership news!
About the Author
General Stanley McChrystal
Retired 4-Star GeneralU.S. Army
Recognized as a transformational leader with a remarkable record of achievement, Stanley McChrystal is a retired four-star Army General widely praised for leading a comprehensive counterterrorism organization that fused intelligence and operations, redefining the way military and government agencies interact. Over the course of his career, he led a number of elite organizations including the International Security Assistance Forces, Joint Special Operations Command as well as the 75th Ranger Regiment. In 2009, the President of the United States and the Secretary General of NATO appointed him to be the Commander of U.S. Forces Afghanistan and NATO ISAF. His command included more than 150,000 troops from 45 allied countries. Since retiring from the military, McChrystal founded the McChrystal Group to deliver innovative leadership solutions to businesses and multinational corporations around the world in order to help them build stronger teams and succeed in challenging, dynamic environments. A passionate advocate for national service, McChrystal is also Chairman of Service Year Alliance. Additionally, McChrystal is a senior fellow at Yale University's Jackson Institute for Global Affairs, where he teaches a course on leadership. McChrystal is the author of New York Times best-selling books, My Share of the Task and Team of Teams: New Rules of Engagement for a Complex World. McChrystal is also the co-author of The Wall Street Journal best-selling title, Leaders: Myth and Reality.
Years at GLS 2021