Ben Ellencweig’s Post

The path of leadership has never been easy, but it may be tougher now than it’s ever been. Today’s defining issues—geopolitical tensions, demographic shifts, the climate-energy nexus, and the relentless pace of technological change—are more than challenges. They’re profound changes, and each is reshaping the landscape in which we operate.   Early this week, I joined leaders from US federal, state, local, and territorial departments and agencies to talk about this moment at the third annual Global Crisis and Resilience Forum hosted by Harvard's Belfer Center. Our discussions centered on a critical question: Where do we go from here? No one can know for certain. But the boldest leaders will look to embrace four qualities: resilience, speed, new organizational models, and “and”-based thinking.   First, resilience is about playing both offense and defense. It’s not merely about surviving; it’s about thriving. Our research indicates that resilient companies generated 50 percent higher shareholder returns compared to their less-resilient peers during the tumultuous period of 2020-2021. This stark difference underscores the tangible value of resilience in today’s business environment.   Speed is equally crucial. In a world where recovery timelines are extending, the ability to act swiftly is a significant competitive advantage. Faster organizations don’t just outperform their slower counterparts; they redefine what’s possible.   Traditional organizational models are no longer sufficient. The pressures of demographic change and tech advancement demand that we rethink how our organizations are structured. We need frameworks that are as dynamic and adaptable as the challenges we face.   Lastly, “and”-based thinking is essential. This approach expands our options and solutions, pushing us beyond binary choices. It encourages a mindset where the goal is not to choose between two paths but to forge a new one that might incorporate elements of both.   One additional thought: Technology has a huge role to play here. Innovations like multimodal artificial intelligence to help provide a coordinated, collaborative crisis response could prove critical as major crises become more common.   The call for leadership is clear. It’s a call for persistence and a call for transformation. Those who answer it best will find ways to cut through the fog of uncertainty and see these challenges as opportunities to innovate, lead, and drive lasting impact. Let’s be those leaders. Let’s work to accelerate a resilient, sustainable, inclusive, and growing future. The time to act—with clarity and conviction—is now.   Thanks to Ben Ellencweig, Jessica Lamb, Jonathan Spaner, Mihir Mysore, and Jesse S. for their recent piece on how multimodal AI could retool global crisis response. You can read it here: https://lnkd.in/gCvt4J_v #SustainableInclusiveGrowth #Resilience

Resilience is one of the most important traits needed for a leader today. Reflecting on this Forbes article, it's evident that the importance of resilience in leadership is more critical than ever. The ability to bounce back, (and more importantly), learn from disruptions and challenges will be a defining factor in the success of our organizations. #Resilience, as Jay Upchurch rightly points out, is about strategic investment in people, processes, and technologies. It's about fostering a culture of curiosity and innovation, and being comfortable with the question…  "What if?" In my experience, leading teams across different countries and sectors, I've seen firsthand the power of resilience. It's not just about weathering the storm, but also about learning, adapting, and emerging stronger on the other side. What is most important is fostering a culture where failure is seen not as a setback… but as an opportunity for growth and learning. As leaders, we must also focus on recruiting talent that will increase the resilience and capability of the organization. Nobody has all the answers – and as leaders, we are no exception - but the most resilient leaders recognize their skill and knowledge gaps, and are open to learning from others. While it took me a while to recognize this, this principle has paid significant dividends throughout my career. In light of the importance of resilience in #leadership, and as the summer is a good time for reflection… what strategies or practices are you implementing in your organization to foster a culture of resilience and adaptability? #entrepreneurship #thursdaythoughts #leadershipdevelopment

Offence or defence: which is the best approach to becoming more resilient? Continued uncertainty is the only constant factor industry leaders need to deal with daily. Disruption is the name of the game, and their approach towards it differs. Research by McKinsey & Company shows most leaders are pessimistic about the short-term impact of disruptive trends, but slightly more optimistic about the long-term prospects. Similarly their approach to dealing with disruptive trends differs, with most companies not feeling ready to meet the challenges, and lean towards playing defence. So which is the best approach? While defensive measures matter, the survey shows that true resilience comes with embracing change as an opportunity rather than as a threat. This requires a more offensive approach, moving fast and decisively. Read the full article to learn the lessons from ‘resilience leaders’: be fast, be bold, be balanced 👉 https://brnw.ch/21wEwMk #resilience #mckinsey

Building a resilient organization is critical in today’s constantly changing business landscape. In fact, McKinsey & Company found that companies exhibiting healthy, resilient behaviors like knowledge sharing, regular performance reviews, and bottom-up innovation were less likely to go bankrupt during the COVID-19 pandemic. Their recent article shares key strategies for enhancing organizational resilience that every business leader should consider: - Building an Agile Organization: Agility goes hand in hand with resilience. These organizations prioritize faster, data-informed decision-making and “good enough” outcomes to adapt quickly. They also cultivate cross-functional collaboration that fosters creativity and problem-solving. - Empowering Self-Sufficient Teams: Cultivate teams that are equipped to thrive with minimal oversight. Such teams are able carry out strategic plans, stay close to customers, and continually change course or innovate. - Develop Adaptable Leaders: Adaptability is key for employees to grow into leadership positions at resilient organizations. Coach team members through change, help catalyze new behaviors, and develop capabilities for short-term response and long-term resilience. - Invest in Talent and Culture: Create adaptable environments that attract top talent and sustain a cycle of resilience. Enhancing organizational resilience is not a one-time effort, but rather a continuous process of adaptation and improvement. By implementing these strategies, businesses can better withstand change and emerge stronger. Read McKinsey’s full article here: https://buff.ly/3TjPuCV #OrganizationalResilience #Leadership #OrganizationalChange

Raising the resilience of your organization - McKinsey & Company Repeatedly rebounding from disruption is tough, but some companies have a recipe for success: a systems mindset emphasizing agility, psychological safety, adaptable leadership, and cohesive culture. Adaptable leaders set the conditions for resilience They can build an #AgileOrganization; a shift toward faster, federated, data-informed decision making and “good enough” outcomes can make it easier for leaders and teams to test, learn, and adjust in the wake of complex business challenges. They can build #SelfSufficientTeams that, when held accountable and given ownership of outcomes, feel empowered to carry out strategic plans and stay close to customers, and which, through premortems, postmortems, and other feedback loops and mechanisms, have the information they need to continually change course or innovate. https://lnkd.in/evJZuREn They can find and #PromoteAdaptableLeaders who don’t just react when faced with, say, a natural disaster, a competitor’s moves, or a change in team dynamics. They take the time to coach team members through the change. They catalyze new behaviors, and they develop capabilities that can help set the conditions for both a short-term response and long-term resiliency. And they can #InvestInTalentandCulture—now and for the future. The companies that focus on building resilient operations, teams, and leaders may gain a two-way talent advantage: such adaptable environments are more likely to attract top talent who will have a greater chance of success and, in turn, be more likely to perpetuate a cycle of resilience.

In the face of adversity, do we bounce back OR do we bounce forward? 💡 Life is full of unexpected turns. The past few years have been a testament to this - from the COVID-19 lockdowns to the war in Ukraine and economic downturns, to name a few. Resilience has become a buzzword - the ability to bounce back from disruption. But is bouncing back enough? What if we shift our focus to bouncing forward instead? 🚀 What does this mean? Rather than striving to return to the status quo, we should aim to emerge stronger, better equipped for the future. Let's face it, we can't reverse change. But we can make sense of the disruption, learn from it, adapt, and find new solutions. We can stay true to our purpose while adjusting our methods to thrive in the future. That's why I'm a big fan of the concept of bouncing forward - change is the only constant. As leaders, our goal should be to build resilient organizations that bounce forward in an ever-changing world. But how do we achieve this? According to McKinsey & Company in the linked article, the key ingredients are: 1️⃣ A systems mindset emphasizing agility 2️⃣ Psychological safety & empowerment 3️⃣ Adaptable leadership 4️⃣ Cohesive culture There's a wealth of in-depth analysis and valuable guidance for leaders in the article itself. Even if you're pressed for time, the next time you're contemplating how to bounce back, consider this: wouldn't a strategy to bounce forward make more sense? #Leadership #Resilience #OrganizationalDevelopment

Resilient organizations don’t just bounce back from misfortune or change; they bounce forward. They absorb the shocks and turn them into opportunities to capture sustainable, inclusive growth. When challenges emerge, leaders and teams in resilient organizations quickly assess the situation, reorient themselves, double down on what’s working, and walk away from what’s not.

Today we would like to discuss how leadership in times of crisis has influenced the way we respond to new challenges. In November 2022, the Collins Dictionary announced the word of the year as permacrisis. The word is defined as "a prolonged period of instability and insecurity, especially as a result of a series of catastrophic events".  At the time, the COVID-19 pandemic seemed to be the crisis to end all crises, but since then, other seismic events have been coming faster and faster. We have become accustomed to living in a state of constant unease, and recent conflicts around the world have added to the tragic global burden. And with the ever-present threat of a climate crisis and the ever-faster pace of technological advancement, we all - not just leaders - continue to be challenged by a wide range of geopolitical and socio-economic forces. In a three-year study of responsible business last year, we concluded: "The world has changed not only because of COVID-19, but also because this disruption has had a domino effect, changing the work and personal lives of leaders and 'followers' alike... We are still in the midst of a major change." This remains true. Many aspects of working in a pandemic still remain unresolved; take, for example, the impact of remote working on organisational community and culture. Professor Evelyn Welch, Vice-Chancellor of the University of Bristol, summarises: "The only thing you can predict is that you're going to have unpredictable crises. And when everything around you looks scary, our job [as leaders] is to create an absolute sense of calm [so that our people] trust us to take care of their future." Lessons in leadership in unpredictable times So, given that a constant state of change can be "scary", how can what we have learnt about leadership over the past four years help us now? Professor Veronica Hope Haley, Dean of the University of Bristol Business School, has observed leadership during and after the pandemic and has identified five lessons for leaders to remember: - Communication is key: Leaders need to build connections with organisations and institutions outside their own. The challenges we face can only be solved in partnership. - In complex issues, there is no panacea for all ills: Before the pandemic, leaders could get away with not addressing difficult social issues. This is no longer possible - stakeholders expect more. - Always act with purposeful empathy: Former Nationwide CEO Joe Garner spoke of the need to be both highly empathetic and directive, especially in a purely human crisis like a pandemic, but this should remain a standard that leaders continually strive to emulate. - Assess the response: Leaders cannot resort to what leadership commentator Margaret Heffernan calls "willful blindness". We must operate with integrity, have the courage to face potential crises head-on and act appropriately. We all need to remember that each of us has the power to make a difference.

Organizational Resilience is critical in today's work environment, no longer are industries and markets stable--innovation and disruption see no bounds. McKinsey's article points to several key elements that are important to developing resilience within an organization: 1. They can build an agile organization 2. They can build self-sufficient teams 3. They can find and promote adaptable leaders 4. And they can invest in talent and culture #resilience #agility #organizationalculture #organisationaldevelopment

Leaders Can Foster Resilience in Times of Crisis Business resilience is the ability of an organization to adapt and thrive in the face of challenges and uncertainties. It is a critical factor for success in today's volatile and complex world. The ability of a business to withstand and recover from unexpected events or disruptions cannot be solely attributed to adhering to set standards or procedures. It also requires influential leaders to foster a culture of innovation, collaboration, and empowerment. Such leaders can cultivate an environment that encourages and supports innovation, collaboration, and empowerment, ultimately contributing to the organization's resilience. Leaders play a vital role in shaping their teams' and organizations' mindsets and behavior. They set the tone, direction, and vision for the future. They also influence how people respond to change and adversity. Thus, leaders need to understand the difference between being a boss and a leader and how this impacts their ability to foster business resilience. The terms' boss' and 'leader' are often used interchangeably, but they represent vastly different approaches to organizational management. A boss typically focuses on processes, compliance, and maintaining the status quo. In contrast, a leader inspires change, fosters a culture of innovation, and encourages team growth. This contrast is not just in actions but also mindset; while a boss thinks about tasks and authority, a leader focuses on people, potential, and possibilities. How Can Leaders Enhance Business Resilience? Business resilience is not a static state but a dynamic process that requires constant learning, growth, and adaptation. Leaders can enhance business resilience by embracing the following practices: -Embrace uncertainty and change -Foster a culture of innovation -Improve employee well-being -Build a network of relationships -Develop a clear and compelling vision -Leverage continuous improvement -Support and fund professional development -Ensure 1:1's are meaningful By embracing these practices, leaders can foster a culture of resilience that enables their organizations to survive and thrive in times of crisis. Leaders can also enhance their resilience by practicing self-care, seeking feedback, and learning from others. Resilience is not a trait that some people have and others don't; it is a skill that anyone can learn and develop. Leaders who can see and seize the opportunity in every crisis are the ones who can lead their organizations through adversity and spring forward. #resilience #bossvsleader #crisismanagement #leadershipmatters