Seven C’s of Resilience

Culture

Resilient teams share their individual values, identity, history, and purpose to work well together. They share stories that help describe their history and identity and can answer the question, “Who are we together?”  

 

Proposals that address culture may include, but are not limited to: 

  • Strategies or practices to establish a culture in the workplace

  • Self-awareness and connectedness to one's own culture

  • Cultural well-being in the workplace

  • Implicit bias, DEI initiatives in higher education, etc.

 

Competence

Resilient individuals have the capacity and skills they need to meet demands, particularly during times of crisis and high stress. They have the knowledge and abilities they need to be successful, and they can share their competence with each other. 

 

Proposals that address competence may include, but are not limited to: 

  • Practical, higher education-focused skill set(s) that you find effective

  • Working "smarter"/efficiently

  • Goal setting and defining your success

  • Leadership skill-building and establishing career paths

  • Managing changing dynamics in higher education

 

Connections

Resilient individuals know each other and have formed strong relationships. They are treated as individuals, not as positions or titles. 

 

Proposals that address connections may include, but are not limited to: 

  • Achieve “connection” in a predominantly remote environment

  • Value of networking

  • Creating and maintaining relationships with colleagues

  • Managing difficult workplace relationships

  • Addressing “Zoom Fatigue”

 

Commitment

Resilient individuals are dedicated to each other and to a shared mission. They demonstrate respect and loyalty to their colleagues and give something of value (e.g., time, money, or effort) to support others. They also keep their promises and protect colleagues from harm, even when it is hard to do so. 

 

Proposals that address commitment may include, but are not limited to: 

  • Reconnecting with your "why” (and helping others do the same)

  • Refueling during challenging times in higher education

  • Maximizing your skills to promote health and well-being on your campuses

  • Effective mentorship for the next generation of educators and higher education leaders, etc.

 

Communication

Resilient individuals feel well-informed about what is going on in the workplace. They willingly share information and encourage questioning, critical thinking, dialogue, and differing views. 

 

Proposals that address communication may include, but are not limited to: 

  • Optimizing technology and communication tools, understanding what types of communication are ideal for different purposes; pros and cons

  • Improving negotiating skills

  • Distributing knowledge

  • Cultivating digital empathy

  • Clear messaging; what, where, when, why and how

 

Coordination

Resilient individuals are synchronized across the organization, and their goals are aligned with organizational goals. Teammates work through conflict to ensure they are working in sync with each other. 

 

Proposals that address coordination may include, but are not limited to:

  • Promoting team cohesion

  • How to make meetings meaningful/purposeful

  • Welcoming good controversy/embracing differences

  • Rules/guidelines/etiquette

 

Consideration

Resilient individuals support their colleagues’ personal needs as well as professional goals. They express gratitude and appreciation to each other. 

 

Proposals that address consideration may include, but are not limited to: 

  • Supporting and recognizing colleagues remotely

  • Creating safe spaces for transparent dialogue

  • How to honor others to feel valued

  • Understanding different points of view

 

*Adapted from How to Instill the 7 Cs of Team Resilience in Your Organization