[vc_row][vc_column width=”1/6″][/vc_column][vc_column width=”2/3″][vc_column_text]It’s at times like these that resilience really matters in business and in leadership and, perhaps more importantly, for us as humans in this together.

As far back as 2003 a Harvard Business Review article “The Quest for Resilience” stated that “The world is becoming turbulent faster than organizations are becoming resilient.” That was way before the last recession and now, 17 years later while many businesses have improved their ability to respond to the ebbs and flows of business it’s fair to say that no one could have predicted the state the world is currently in for the economies of businesses or indeed countries. The 2003 article makes a clear point that today’s leaders need to consider, “In the past, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, of course, but they seldom had to get different—not at their core, not in their essence”.  Our ability to respond to the massive change around us now, and to re-imagine the very model on which our business was built, may be the biggest predictor of future success, and indeed survival for many.

Business resilience is both about being able to anticipate and respond to changes that impair the ability of the business to both earn money and deliver on their purpose – the real reason they exist – and to bounce back when change happens. Therefore, it’s key that businesses set themselves up to withstand shocks and deal with uncertainty, remaining agile to change before change becomes necessary. However, at this time, when no one could have imagined the shockwave that has been felt across the globe, businesses need to consider how they can now best support and respond to each other, their employees, and the communities and countries in which they operate.

There are both operational and financial dimensions to this challenge, but the most crucial part (and one which is often over-looked) is the human side of resilience. For it is with and through people that all businesses exist and thrive. The Cambridge online dictionary describes resilience as “the ability to be happy, successful, etc. again after something difficult or bad has happened.” while Psychology Today says, “Resilience is that ineffable quality that allows some people to be knocked down by life and come back stronger than ever. Rather than letting failure overcome them and drain their resolve, they find a way to rise from the ashes.” The combination of these definitions resonates most for us at this time for people and businesses as it’s about learning to be happy and successful after being knocked down by the ‘storm’ that surrounds us. Thomas Davies, CEO of Temporall commented, “We are in uncertain times. There’s never been a more important time for clarity and resilience in order to not be overpowered by the challenges. It’s a time for fresh thinking to boost individual, leadership and organisational resilience. By identifying and tracking areas of strength and those that need improvement, leaders can build organisations able to withstand future change and turbulence.”

In business, as in life, we all need some form of feedback mechanism, so we know we are on track and in the right direction. That’s a key measure of resilience. The decisions you make today will inevitably have an impact on the results you achieve tomorrow and so it’s important to know where you are relative to plan (if you have one that is). Measuring both personal and organisational resilience can enable business leaders to know, ahead of time, how well set up they and their business is to manage change and deal with adversity.

However, while many people use the word resilience it is often useful to know some of the key ‘steps’ we can take to become more resilient. It’s always better to create a plan for change before it happens in the same way it’s better to know how to put your oxygen mask on before it’s needed in reality… but, like most things it’s those things that ‘take you by surprise’ that often cause the most damage. The time we are in now is that time for most businesses, and people. For those who knew what to look for the warnings about the economy were apparent but, for the pandemic that precipitated the crash, most were taken by surprise. So, for now we all need to learn to run but many of us are still only just learning to walk.

We’ve put together these 10 ‘Sparks from the Ignium Fire’ together to help leaders, business owners and employees develop the qualities which will help them navigate the turbulence and disruption and arrive stronger in the future. These are our take on the key things we’ve learned from clients and colleagues who have been through the ups and downs in life and business. We hope you find them useful.

1. Adaptability and speed of decisions: Charles Darwin (often mis-reportedly) said, “it is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” To adapt, businesses need to be able to make fast decisions based on sometimes limited information and that means they must be vigilant and alert to changing conditions that will impact their ability to perform to their best. Change is inevitable but it’s the response to that change that matters most.
2. Accountability: we are all human and therefore we must accept that mistakes can and will be made. Being accountable is key as it means people truly step up and accept that they must stand up for the decision they make. As Bob Proctor says, “Accountability is the glue that ties commitment to the result.” Yet, in times like these, when the information we had yesterday may well be out of date today it’s also important to acknowledge that people are recognised as humans and that fear of retribution doesn’t inhibit their decision-making ability and therefore their willingness to step up and be accountable.
3. Flexibility linked to adaptability will help businesses thrive. The strategy that was agreed previously probably doesn’t work anymore in many cases. Business leaders need to be flexible and open to new ideas that may only be ‘80% perfect’ (provided they will not harm life that is). Those that can adapt and be flexible as leaders will be guided by their own North Star, or purpose. That’s what will keep them on track, and they recognise when things need to change. Just as the wind and storms change a yacht skipper’s tactics so too will leaders need to change theirs.
4. Optimism grounded in realism: it is easy to get sucked into the media frenzy for negative news that surrounds any major global issue such as we are facing now and so it’s worth keeping in touch with your own feelings for positivity and optimism. In his famous poem, “If”, Rudyard Kipling says, “If you can keep your head when all about you are losing theirs … Or watch the things you gave your life to broken, and stoop and build ’em up with wornout tools…” Leaders in any business must lead when times are good and when times are tough. That’s what the ‘followers’ expect. We may not have all the answers but keeping a sense of optimism grounded in the reality of the situation is key to coming through the turmoil in the best possible shape.
5. Innovate and act on that innovation. As with adaptability businesses and people need to be able to use their ingenuity to get things done whether in the office, factory or at home. In turbulent times innovation is what drives success. What worked yesterday may not work today. People need to be given the time, tools and permission to think differently. Innovation can’t be left to one person or one department; now is the time to make innovation part of everyone’s job description.
6. The need for a “Get it done culture”. As Nike so eloquently says, the “Just Do It” attitude is key when change is all about us. Resilience is about making things happen once a decision has been made. Quick decisions need to be implemented to be effective and that’s where the mindset and attitude of the leadership team, and throughout the business really matter. Leaders must recognise that in this VUCA* environment they still need to make high quality decisions based on the facts available. They also need to recognise that even though ‘one more piece of information’ might change the decision made, it is still important to decide and then act on that decision. And remember ‘No decision’ is also a decision!
7. Recognise that no one person has all the information, and everyone has a view! It’s imperative that leaders seek the perspective of others, trust their team and delegate where appropriate. Just because someone brings a different perspective to your own doesn’t mean either of you is wholly right, or wholly wrong. “In my experience, vertical ownership of strategy so that there is true involvement at all levels, is really helpful,” says Dr Nigel Spencer, Saïd Business School, Oxford. “Letting juniors lead projects and even ‘teach’ their bosses with activities such as reverse mentoring can be really effective; it builds engagement and help you to create a truly resilient organisation.” Leaders need to reflect on points one, two and three, above, and look at ways of ‘measuring and assessing’ the impact of their decisions to provide feedback on the changes they are making. Feedback is critical in any business whether it’s to assess sales or the impact of change on employee morale or engagement.
8. Self Awareness is key. In any environment it’s those who are most self-aware that have the most followers! Leadership is about two things: leading from the front and generating ‘followership’. Having an awareness of how you ‘are’, how you feel and how you react is key. Self-awareness leads to a greater authentic leadership style and at times like these true authenticity is needed. That’s the reason people will follow along with decision that are made. Self-awareness and authenticity are underpinned by a sense of purpose. If the leader’s, and the business’s, purpose is just to make money irrespective of the situation that will overshadow all that they do. At this time, more than ever business purpose must be greater than just profit. Yes, we all must make money to survive, but those who will thrive will be those who recognise that community and social purpose really come from the heart and that’s what’s needed right now.
9. Remember it’s all about people. People in any business or country are the biggest asset you have. Leaders must recognise this and acknowledge that those people are ‘emotional’ humans and therefore need support as well as guidance. The reality of the situation we are all in creates fear for many. We therefore need to be mindful of each other’s feelings while presenting the positive mindset, described above, to guide people through. It’s no use just saying, ‘it’ll be alright in the end’ and ploughing on regardless. Leading with humanity and purpose is about people and sometimes everyone needs an arm round their shoulder for support, a shoulder to cry on, or an open ear to talk to.
10. People need meaning. Meaning in their life and in their work. That’s why purpose is key. Great business leaders know that people come to work to earn money and bring good to the world. In the current environment with the population in many countries either working from home or at the front line as ‘critical staff’ meaning becomes even more important. Those who know ‘Why’ will get on. Those who don’t will suffer. It’s our job as leaders to help our business focus on the ‘why’ to enable us to better engage our people now and in the future.

Phil Rose is co founder of Ignium Consulting 

If you would like to discuss any of these ideas of thoughts in more detail, or just want to talk at this time please contact us at resilience@igniumconsult.com[/vc_column_text][/vc_column][vc_column width=”1/6″][/vc_column][/vc_row]