The Key Indicators of Team Resilience

Keith Ferrazzi: Competing in the New World of Work

Keith Ferrazzi is the founder and chairman of Ferrazzi Greenlight, a management consulting and coaching company that works to transform many of the largest organizations and governments in the world. A graduate of Harvard Business School, Keith rose to become the youngest chief marketing officer of a Fortune 500 company during his career at Deloitte and later became CMO and head of sales at Starwood Hotels.

He has contributed to Harvard Business Review, Forbes, Fortune, and The Wall Street Journal and is The New York Times number one bestselling author of Who’s Got Your Back, Never Eat Alone, and Leading Without Authority. He is the co-author with Kian Gohar and Noel Weyrich of Competing in the New World of Work: How Radical Adaptability Separates the Best from the Rest*.

In this conversation, Keith and I discuss what his team and him have learned from the most resilient teams they’ve supported. We explore some of the most useful strategies to build a more resilient team and highlight key actions that will help leaders and teams through challenging times.

Key Points

Resilient teams have compassion and empathy for each other. They show care through both success and failure.
Humility is the ability to ask for help. Resilient teams have a culture that supports and encourages this.
Many leaders espouse candor for their teams, but far less actually have teams with candor. Resilient teams speak truth — and it’s up to leaders to show them the way.
Resourceful teams develop solutions at a higher velocity. They use systems and structures to move past challenges and doubts more quickly.