The recent event, Leading for Impact Series: Driving Organizational Resiliency, sponsored by Leidos, gathered a panel virtually for a discussion on how organizations can remain strong, especially when faced with challenges. Dr. Lauren Thompson, Director, Interoperability, Federal Electronic Health Record Modernization Office, served as moderator for the group, posing questions around challenges organizations face and how to retain flexibility moving forward.
The event kicked off with Alexander Caillet, CEO and Co-Founder, Corentus sharing his thoughts on state of mind. This was followed by a dynamic group consisting of leaders from Government and industry sharing their points of view, while also providing perspective from an organizational standpoint. Members of the panel were Scott Blackburn, Partner McKinsey & Company, Former Chief Information Officer, Department of Veterans Affairs; Dr. Barclay Butler, Assistant Director for Management and the Component Acquisition Executive, Defense Health Agency; and Amy Haseltine, NewPay Director, Human Resources Quality Service Management Office, General Services Administration.
State of Mind
Caillet laid the framework for the discussion, speaking to his extensive research and training in state of mind, defined as how you feel at any given moment in time. State of mind is variable, seen through a personal lens and has an impact on individuals. This feeling in the moment for an individual influences an organizational state of mind as well. For individuals, especially those in leadership positions, it is important to notice whether a state of mind is plus or minus, shift these feelings if they are in minus territory and be honest with others about where you stand. One’s ability to be an effective leader can easily be shaped by state of mind and become a key component in organizational resiliency.
Building and Maintaining Organizational Resiliency
The panel of leaders shared their experience with challenges they have faced trying to remain resilient while keeping focused on mission objectives. Blackburn discussed how distractions while leading through unprecedented times can provide an opportunity to fix things and foster new ideas. A major shift in how Government and industry do business these past few months has made a path for a technology revolution.
Providing a culture of resiliency within organizations keeps them on track. Haseltine spoke to creating programs that can be sustained. She referred to customer, centeredness, communication and collaboration as areas of focus. Being careful about decisions can also make individuals, teams, and programs stronger.
Achieving Organizational Goals
Understanding challenges and change are important for leaders in order to meet organizational goals. Butler noted that training for organizational resiliency is paramount. Working with leaders results in helping employees and clients. Standardized systems equate to familiarity and consistency throughout the system.
The future can be seen as exciting, especially when embracing the thought of rethinking the way work is completed. Creating a more flexible environment, enhancing technology and working more efficiently reflects on an organization’s ability to stay on task. Staying true to objectives and being conscious of our actions as a leader and organization puts forth a sense of ownership to everyone involved.
Government and Industry Partnerships
All three panelists agreed that Government and industry form an important partnership, which is stronger when both sides are working together. Industry brings depth to a team, shares the workload and offers valuable insight. This alliance also helps support shared services across Government agencies. This collaboration also supports evolution in innovation and drives positive change benefiting individual and organizational resiliency.
