Invest in Workforce Resilience with Dr. Tonya E. Barkley

Dr. Tonya E. Barkley is the CEO and Founder of Workforce Strategies and Solutions, a platform committed to empowering individuals and businesses with the tools to foster healthy professional growth. With a dynamic military career and a passion for building healthy, vibrant workforce communities, she explores the importance of organizational unity in the face of unexpected challenges.

How has career resilience empowered you during your professional journey? 

Career and personal resilience come hand in hand. During my enlistment in the army, my experiences have empowered me to look at everything not as necessarily negative or positive, but as integral lessons. 

When I face challenges, I ask myself, “What do I need to learn from this moment?” I look at them as lessons I need to have in order to get to the next chapter. This perspective propels me to do better and believe that all will work out for my good in the end. 

Resilience allows you to lean more into your purpose. When you know your purpose, you’ll know early on whether a position isn’t for you. Take into account what you want to do. If you can’t identify it, you have a significantly harder time building your confidence. 

Early on in my career, one of my mentors told me, “Don't be afraid to do the hard thing. Do what nobody else is doing.” 

I went from being an HR Specialist to a Black Hawk helicopter pilot. It’s different, right? I needed to push myself out of my comfort zone. If you’re uncomfortable, it’s a surefire sign that you’re growing. If you stay comfortable, you won’t grow. It’s simple. 

I have to lean into my discomfort to get results. I tell people that I know a little about a lot, not a lot about a little—because if I know a little about a lot, I grow my wingspan. But if I know a lot about a little, I get pigeonholed in my career. So, I like having multiple buckets and options, which can be dangerous if you’re not careful.

How can an organization support its employees as they adapt to continuous change?

Prioritize communication and the voice of the employee. An organization should frequently communicate change. People often fear the unknown because they aren’t sure if they can fill in the gaps. 

If a company is going through an organizational change, workers might hear, “We’re downsizing,” and think their jobs are on the chopping block. When we talk about continuous change and support, we need to know what employees are feeling. A part of your business transformation can rely on an employee’s thoughts. Including their voice in the process can get you to the best ideas. 

Leaders shouldn’t run from the fire, but toward it. When there’s any type of economic or industry disruption, grab it by the horns and deal with it. If you stay silent or laissez-faire about the issue, employees will fill in the blanks. 

Lean into your employees. Take care of your people—they’ll take care of you in return. Wouldn’t it be more helpful to build a strong organization where everyone leans on one another, both leaders and frontline workers, and know they’re in it together? 

Let’s say a person is taking care of their family member with an illness. It takes a lot out of them, and it can wear them down. Who’s taking care of the caregiver? 

I look at employee resilience in the same aspect. When you have agents on the frontline, they’re interacting with customers every day, taking all kinds of criticism. It can lead to burnout. Organizations frequently say the customer is always right, but that may not always be true. 

You work for customer satisfaction, but at the same time, you have to take care of the employee. Give them opportunities for growth. Show them that you support them and their work, and look at them as a human being. They’re not a machine; they have feelings. They have a life outside of their job. 

I refer back to my military days. When there’s something going on overseas, like a deployment, the first thing leaders ask soldiers is, “Is your family taken care of?” because they know once your loved ones are secure, you can focus.

Ensure you know your employees and what makes them tick. What excites and motivates them? Let them know they’re seen, just to get that extra push and be high performers.

What are your top takeaways for organizations that want to build their employees’ career resilience?

If you want to reduce turnover, increase retention and loyalty, and reduce recruitment expenses, invest in your workforce. Employees want to grow. It’s great to have employees who’ve been with you since day one. They know your organization and your customers—you can put them in the front, and they can sell your business because they know it like the back of their hand. 

To let them get there, provide opportunity for growth. If someone seeks it elsewhere, their knowledge goes with them. Then, you have to pay more money in the end. Why not nurture the employees while they’re there? 

In our organization, we offer individual development plan workshops to connect employees and supervisors with the resources to effectively map out their career goals. For instance, if someone is currently a secretary but wants to become a project manager, the supervisor will then connect them with necessary opportunities, such as additional certifications or schooling. You must know what your workers want for their development, then invest in them accordingly.

Want more industry best practices to build your career resilience? Read our first issue of Stronger Together: Empowering Women in Business now!