Dr. Alexandra D. Crosswell is a former Assistant Professor in the Department of Psychiatry and Behavioral Sciences at the University of California, San Francisco. She is an expert on the psychological and biological pathways that stress impacts disease development, and what we can do to remain resilient. She now advises companies, teams, and individuals, helping people use science-backed approaches to thriving in demanding environments.
In this insightful discussion, Dr. Alexandra D. Crosswell shares her expertise on building resilient teams.
To start, could you define what you mean by a “resilient team”?
When I refer to a “team,” I mean the core group of people you regularly work with, including those from different departments. The key concept is that resilient teams share a collective mindset that helps them navigate challenges and emerge even stronger. A resilient team performs well under pressure, adapts to change, and rebounds from setbacks.
Resilience, at both the individual and team levels, involves bouncing back from setbacks. Stress is a natural part of caring for our work and relationships; resilience means returning to a healthy baseline after challenges. For teams, this involves managing intense periods—such as tight deadlines—and then resetting to maintain a positive state.
You say that resilience begins at the top. Could you expand on that?
The tone of a team is set by its leaders. Leaders influence the team’s stress levels and energy through what we call “nervous system co-regulation” or “physiological synchrony.” This is the scientific concept that our nervous systems are attuned to each other; we subconsciously pick up on each other’s energy. For instance, if a leader is anxious or stressed, the team often mirrors that feeling without realising it. Conversely, when a leader exhibits positivity and excitement, that energy becomes contagious.
Managers play an important role in employee engagement, accounting for 70% of the variance in engagement scores. This highlights that, more than salary or work flexibility, the quality of management is a key determinant of employee engagement. Engaged employees are 17% more productive, and poor management is the reason why 50% of employees leave voluntarily. It’s essential for leaders to be intentional in how they present themselves and manage their teams’ stress and energy.
What are the essential elements that make a team resilient?
Through my research and experience in organisational psychology, I’ve identified five key elements that resilient teams share:
1. Shared Vision & Measurable Goals: Resilient teams know what they’re working towards. They have a clear vision and measurable goals that each team member understands. Everyone knows how their individual work contributes to the bigger picture.
2. Team Rhythm & Communication Cadence: Resilient teams operate with a consistent rhythm, whether through regular meetings or periodic gatherings. It’s about maintaining steady communication where every team member is heard. Research shows that people feel more engaged when their voice is acknowledged, so it’s important to create opportunities for everyone to contribute.
3. Agreed-Upon Operating Norms: Resilient teams have clear operating principles that outline how they communicate, handle disagreements, and approach their work. For example, the team might agree on a communication framework. Establishing these norms collaboratively, rather than through a top-down approach, is also important for building alignment.
4. Honouring Individual Needs: Resilient teams respect the fact that life happens—whether it’s a family emergency or someone needing time off. Supporting individuals through their circumstances creates a sense of safety and care, which allows everyone to operate at their best.
5. Viewing Setbacks as Opportunities: Both resilient individuals and teams see challenges as chances to learn and grow. Managers, in particular, should set this tone. For instance, if a team misses a goal, it’s an opportunity to review what happened and adjust strategies for next time.
Can you elaborate on what team rhythm looks like in practice?
A team rhythm is essentially the structure around how a team communicates and collaborates. It varies depending on the industry and leadership style, but could be as simple as a weekly check-in where every team member shares a win from the past week and a challenge they’re facing. It’s not just a casual “how’s everyone doing?”, but a structured space for updates and engagement.
I encourage leaders to bring something new to these meetings—novel information keeps engagement high. If leaders aren’t comfortable speaking, they can delegate others to present case studies or interesting articles. It’s about creating consistency and making sure every voice is heard, which fosters a sense of belonging and engagement.
What should teams do when dealing with conflict or stress?
Resilient teams have agreed-upon norms about how to handle disagreements. For instance, they might encourage healthy debate in team meetings or opt for one-on-one discussions when conflicts arise. The key is to approach disagreements respectfully and productively. Instead of making assumptions, check in with the person. Ask questions like, “I noticed this deadline was missed; is there something I can do to help?”
When it comes to stressors, resilient teams see them as opportunities. Let’s say a sales goal was missed; instead of playing the blame game, good leadership would use this as a chance to review what worked, what didn’t, and what can be improved.
What advice do you have for those dealing with a toxic boss or leader?
This is a common issue, and my advice is to create what I call a “coat of armour.” Essentially, it’s about regulating your own nervous system so that you don’t absorb the negativity. Before entering a meeting or responding to a stressful email, take a moment to ground yourself. Imagine being like seaweed rooted at the ocean’s bottom, swaying with the currents but not being uprooted. It’s about staying centred and calm, even when external pressures try to throw you off balance.