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How to Build Organisational Resilience with Howden
|Duration||1 Hour 30 Minutes 37 Seconds|
|Author||Sport and Recreation Alliance|
|Description||The Alliance governance team joined forces with insurance specialists Howden in this webinar to explore organisational resilience. The British Standards Institution defines organisational resilience as “the ability of an organisation to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.” In recent times, we have seen a demanding need for organisational resilience, and realistically, it is up to the board to execute this. The postponement of the Tokyo 2020 Olympics, for example, has brought devastating effects and economic insecurities to national governing bodies, athletes, investors, tourism, local communities- the list goes on. Hayley Foster, Governance Officer at the Alliance, highlights the areas you should consider against your own organisational needs and resources, if you haven’t done so already, and how the Alliance can help you along the way. - Leadership: As a board, how strong do you feel your leadership skills are? Is there enough support coming from the top all the way down, and is this received well? Are you not only surviving but thriving? It is the executive’s responsibility to make the tough, but right decisions- it is for the rest of the organisation to keep them accountable. Board performance evaluations, also known as Effectiveness Reviews, create an opportunity for boards to self-reflect on their performance and evaluate improvement areas. - Culture: How empowered do you feel in your role, and how empowered do you make others feel? Are you collectively working together to ensure that the best outcomes are reached? Especially now, boards should be communicating the right tone from the top and people should feel motivated and secure in their role, even if in the face of adversity. - Adaptability: How adaptable are you to change? Organisations must prove their adaptability and agility during this time, particularly through the power of technology. Gone are the days of four-hour board meetings, stacks of board papers and lengthy presentations; now, the focus shifts to providing streamlined and efficient information before “Zoom fatigue” sets in. - Processes: To be clear, preparation for sudden disruptions is not to be confused with risk management. Whilst practices such as risk registers and implementation of policies can help to tackle anticipated change, it is the defined processes to help manage change which will ensure success in the long term. - Vision: When push comes to shove, your vision can not always be completely fixed. Yes, you must plan for change, but sometimes that change is unforeseen. Creative planning and seeking new opportunities, such as diversification can help make the necessary changes without too much alteration to your vision. Remember, change must always be communicated to the wider organisation. - Resilience: Building resilience is not another agenda item, fixed entity or one step process- it takes time. Boards must ensure that practices are continually reviewed and evolve in alignment with the changing environment. Now is the time to stop the firefighting, step out of crisis management mode, and venture into the “new normal.”|