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Leadership management buzz: everywhere you look there are great articles and information on leadership and management. But is yours resilient or ‘de-resilient’? Paul Kudray challenges you to find out…

Whether you’re an emerging leader or well established in the role, there’s no better era than here and now. We have so many great resources and information about what makes a good leader; what a great leader looks like; what a not so good leader or manager is. There’s little excuse not to use what’s available. Especially as most of it’s freely available online: posted by those who want to share their experiences, knowledge and concepts.

Feeling the buzz – being buzzed

For years people have said that the issues, sayings and trends of today are just ‘buzz words’ and will most likely be relegated to tomorrow’s ‘chip paper’ (as in fries). Today’s black is tomorrow’s brown and so on (or perhaps beige as I rollercoaster towards my 50th birthday?)

Human instincts and character (the YUM Factor as I call it) result in many people adopting and utilising ‘buzz words’. A few will use the ‘buzz words’ in completely the wrong context. The old guard will neither use them, or chose to accept them. Period. Some ‘buzz words’ go the distance and become acceptable terms for generations. And some will quote the latest buzz to either get things achieved or be seen to be getting things done. But sometimes, it’s the wrong bandwagon to take you where you want to go.

‘Are you going my way?’

The legendary Lenny Kravitz once used this title for one of his songs: I hope I can do it justice now by referencing it. Which way are you going and, more importantly, which way is your leader taking you? Are they driving the ‘bandwagon’? Or are they also a passenger, admiring the view? Are they going your way?

Leadership qualities, strengths and attributes are all around. They help take you where you want to go and be; whether that’s life in general, or purely within your profession. As an individual, you’re the self-managing leader of your own life. Hopefully – aided by synchronicities and a little luck – you’re in control of your own destiny.

But what if the leadership we’ve read so much about; that we want to see and admire, what if that leadership is defined as resilient or de-resilient? Will you still be going in the right direction? And will the leadership be strong and flexible enough to either keep you there, or bring you back to where you need to be?

Resilient or de-resilient leadership styles

Here’s a LEADER of the leaders test for your organization.

Show them this article or just ask the question:

“Our business continuity management system, our crisis plans, our disaster recovery: do you know 100 percent that they’re truly resilient, no matter what? Or would you rather just believe that they are?”

  • Go on, be brave. Ask them the question.
  • Be a leader of leaders.
  • Don’t be afraid.

If they’re a resilient leader, with a ‘resilient leadership style’, they will either know with confidence and experience that they’ve done enough to lead the organization, its people and its customers; or this activity may just ask the question that triggers a discussion and awareness of what the status is and what is needed to make the answer ‘yes’.

If the leader or manager: doesn’t know; doesn’t ask; or is just too busy: then they will have self-identified as having a ‘de-resilient leadership style’.

It’s not rocket science

Clichés and buzz words are the fuel of professional speak. Organizational resilience and business continuity management, though process orientated, involve a mix of science and human interaction. But it really isn’t the science of the rocket industry. We discuss/create too many complexities about the subject that turn people off. We make it seem hard and as if it will be complicated to get done. Approach it differently and it’s likely to work.

Let’s not add to the ‘black art’ aspect of our industry anymore – instead let’s ask the difficult questions. Difficult questions if you’re asking the wrong leader/ manager/ boss!  See what they think. Which one do you think they are? Which one will they actually be?

Breaking down the walls of heartache

Leading in the resilience profession isn’t about what we write or say. It’s about what we do. The only way to find out is to lead the leaders with the expertise and knowledge you have. It may seem like a ‘too scary to do’ action: if it is, don’t do it! Don’t break down the walls. But keep the heartache in mind when things go badly wrong, or you don’t get the support you need in your job!

The author

An international leader in business resilience consultancy, training and coaching; Paul Kudray, MSc MEPS CBCI AMBCI, is an ex-emergency services commander who finished an exemplary 32 year career in the UK healthcare sector, working for the NHS - culminating in 7½ years as the Director of Resilience for one of the world’s largest ambulance services, NWAS NHS Trust. He now works with private and public sector clients around the world, training, advising, coaching and mentoring them at the highest levels about emergency and business continuity management. Paul's company is KCL (Kudray Consulting Limited). Contact him at m: +44 (0)7918 183925 e:

Coming soon

What do I do if it turns out that my company leadership is de-resilient? Paul’s next article will provide some pointers.

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