• Megan Reed emphasizes fostering continuous improvement rather than striving for flawless execution in agile environments.
• Building resilience requires both individual adaptability and strong organizational frameworks to help employees thrive under pressure.
• Adopting agile methods in HR, such as iterative planning and co-creating with employees, ensures responsiveness and alignment with organizational goals.

Unpredictability has now become the new normal, building resilient and agile work cultures has never been more critical. Employees are expected to not only perform under pressure but also adapt quickly to changing conditions, all while staying motivated and aligned with organizational goals. 

But how can HR leaders help their teams navigate these challenges and foster an environment where both individuals and the organization can thrive? Megan Reed, an HR executive with over 20 years of international leadership experience, shares her invaluable insights on how to build resilient and agile workplaces in a recent episode of People Matters Unplugged Season 3.

Megan Reed’s diverse background spans leadership, culture, and digital transformation across industries such as technology, finance, and education. She is a recognized expert in balancing individual adaptability with systemic resilience, and in the episode, she provides a masterclass on how to integrate these qualities to create a sustainable work culture.

The Balance Between Personal and Organizational Resilience

The challenge of fostering resilience in employees has been around for years, but its importance has intensified as work environments evolve. In a world where uncertainty, disruptions, and rapid changes are part of the everyday work experience, the ability to bounce back and adapt is an essential skill.

Reed notes that resilience, although often overused in conversations, remains a crucial virtue in talent acquisition. "Developing it in team members, without losing sight of the goals and purposes of the business, is in the hands of talent managers," she explains. HR leaders are tasked with equipping their teams with the tools, support systems, and mindsets necessary to handle the pressures of change. This means ensuring that employees have the ability to bounce back quickly, adapt to change, and continue to thrive under pressure.

However, as Reed emphasizes, building resilience is not solely an individual endeavor. It’s a combination of personal and systemic support that can help individuals and teams remain focused, productive, and energized despite challenges. "Building resilience isn’t an either-or scenario," Reed says. "It’s about weaving together personal and systemic support to create a holistic framework for thriving teams."

The creation of this holistic framework requires a supportive organizational environment, with HR leaders developing systems that empower employees to thrive under stress. A resilient workplace is one that actively fosters employee well-being while enabling continuous growth and learning.

Psychological Safety and the SCARF Model

A key element in building resilient teams is psychological safety—the belief that one will not be penalized or humiliated for taking risks, making mistakes, or voicing ideas. Reed identifies psychological safety as the foundation for creating an environment where employees can show up authentically, innovate, and embrace new ways of thinking. "Psychological safety is crucial for fostering environments where employees feel secure to take risks, show up authentically, and strive for progress over perfection," she states.

Reed also emphasizes the importance of understanding social triggers that can affect how individuals work together. This is where the SCARF model becomes a powerful tool for HR professionals. Developed by David Rock, the SCARF model focuses on five core dimensions—Status, Certainty, Autonomy, Relatedness, and Fairness—that influence an individual’s experience in the workplace.

According to Reed, "SCARF helps teams identify and address social triggers that could hinder performance or collaboration." The model’s neutral language allows employees to discuss and address emotional issues at work, fostering mutual understanding and reducing conflict. Reed stresses the importance of tailoring the SCARF framework to fit the specific needs of the organization, adding, "Fit-for-purpose solutions are key."

HR leaders can leverage the SCARF model to create a culture of trust and openness, where individuals feel safe to take risks and experiment without fear of judgment. This approach helps employees to be more resilient when facing challenges, ultimately boosting performance and fostering a sense of belonging in the workplace.

Agility in HR

Another central topic during the conversation was the idea of agility in HR—a buzzword that’s often thrown around without a true understanding of its impact. Reed advocates for an "Agile with a lowercase a" approach, which takes inspiration from project management methodologies. Agility, in this context, is about adapting HR practices to meet the ever-changing needs of the organization and its workforce.

Rather than waiting for an annual review cycle or pursuing perfection, Reed encourages HR teams to adopt iterative planning and to implement "sprints"—small, focused efforts that allow for continuous improvement. "Why wait for an annual review cycle when you can launch a minimum viable product, gather feedback, and refine as you go?" she asks. This approach allows HR to be more responsive, to adjust to feedback quickly, and to keep pace with the business goals of the organization.

One of the key elements of agility in HR is understanding and meeting employee needs in real-time. Reed talks about the importance of using personas—representations of different employee types—to better understand the workforce and to co-create HR initiatives with employees. By moving away from traditional top-down approaches, HR can deliver solutions that matter to employees, drive engagement, and solve the right problems.

"Agile HR focuses on solving the right problems and delivering outcomes that matter," she notes. This approach not only ensures that HR strategies are aligned with business goals, but it also helps create a more engaged and empowered workforce. When HR leaders embrace agility, they set the stage for an organization that can move quickly, adapt to new circumstances, and remain competitive in a fast-paced world.

Progress Over Perfection

Throughout the conversation, Reed emphasizes the importance of shifting the mindset from perfectionism to progress. In an agile environment, it’s not about striving for flawless execution but about fostering an environment where both individuals and organizations can continuously improve.

"Agile is a mindset," Reed says. "It’s about creating practices that allow employees to stretch, innovate, and connect their work to organizational goals." This mindset encourages experimentation and growth, both on an individual and organizational level. By focusing on progress over perfection, leaders can create a culture that values learning and growth, rather than punishing mistakes or stalling progress in search of the perfect outcome.

Reed also points out that agility in HR doesn’t mean abandoning accountability. Rather, it’s about creating frameworks that allow employees to take ownership of their work while staying aligned with the overall goals of the organization. This blend of accountability and flexibility enables teams to remain engaged and motivated, even in times of change or uncertainty.

A Call to Action for HR Leaders

As the world continues to change, HR leaders must be proactive in supporting both the well-being of employees and the adaptability of the organization. Megan Reed’s insights offer a roadmap for how HR can build a sustainable work culture that balances resilience and agility.

Her advice to HR practitioners is simple yet powerful: "Start with a clear framework of accountability, and embrace the mindset of progress over perfection." By fostering psychological safety, leveraging models like SCARF, and adopting agile methodologies, HR leaders can build resilient, agile organizations that not only survive but thrive in the face of change.

Reed’s episode of People Matters Unplugged serves as a timely reminder that resilience and agility are not mere buzzwords—they are essential strategies for creating sustainable workplaces that can adapt, innovate, and grow in a world of constant disruption.

As Megan Reed aptly concludes, creating a resilient and agile workforce isn’t about change for the sake of change—it’s about fostering environments where individuals can thrive, adapt, and contribute meaningfully to the goals of the organization. In a world where the future of work is unpredictable, building a culture of resilience and agility is no longer optional; it’s essential for survival.

The insights shared in this episode of People Matters Unplugged not only provide actionable strategies for HR leaders but also inspire a shift in mindset—toward progress, accountability, and continuous improvement. By weaving together personal resilience and organizational agility, HR leaders can help build work cultures that are not only sustainable but also capable of navigating the complexities of the modern workplace.

As Season 3 of People Matters Unplugged dives "From Inspiration to Action," we look forward to more conversations that shape the future of work and provide practical solutions for HR leaders striving to create resilient and agile workplaces. Stay tuned for upcoming episodes that continue to inspire and lead the way in transforming work cultures globally.