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25 years of building resilient leadership

rachelmcgill

Updated: 1 day ago


Our journey of developing Resilient Leadership began when I was 30 and I'm now 55! It's time to stop, look back, learn and share so that whatever uncertainty comes in the next 25 years, we're ready for it.

 

The world was a simpler place when we started out 25 years ago. Back then we faced a major global or national catastrophe once or twice a decade. When these crises happened, everyone called for Resilience and Leadership and so the Resilient Leaders Elements were born.

 

The gaps in time between such disasters have shortened over the years. Now the World Economic Forum* tells us we are in a state of Polycrisis: 


"Where disparate crises interact such that the overall impact far exceeds the sum of each part." 

It is no surprise, then, that we may find ourselves feeling like we are in a state of 'Permacrisis':


"Permacrisis: A long period of great difficulty, confusion or suffering that seems to have no end." - The Collins Dictionary word of the year for 2022



5 global trends


In case you're still in any doubt over the need for Resilient Leadership in the years to come, consider the predictions of Lord Gavin Barwell. I heard him speak in Nov 24 at PWC's Crisis Leadership Centre Programme run by Resilient Leaders Consultant, Claudia van den Heuvel. 

 

He predicts 5 key global trends, some of which have even developed in the short time elapsed since November:

 

  1. The world is becoming more multipolar. For 45 years after the 2nd World War, we lived in a bipolar world of the Cold War.  For 20 years after the end of the Cold War we lived in unipolar world with the US as the sole Super-Power.  That world has gone, largely because the US doesn’t believe in playing such a role anymore. The rise of China followed by India, Brazil, Indonesia and Saudia Arabia means we are in for a messy multi-polarity future.


  2. Liberal democracy is in retreat. According to the Pew Research Centre “voters are dissatisfied with democracy and as a result are turning to populists”, many of whom have authoritarian tendencies and feed off concerns about migration and benefit from the trust that disinformation and social media is eroding.


  3. Climate Change is not just an environmental risk, it is catalysing geo-political risk.


  4. Demographic change will reshape geo-politics.  


  5. New technology will reshape geo-politics. Whether that is AI, quantum computing or capability in space. In a fractured world it's unlikely we will agree on how to manage these incredible advances. 


 

There is hope


In the light of all this coming uncertainty, there is hope in the form of the learning we have gained from 25 years of Resilient Leadership Development. Whilst I am told 'hope is not a strategy' it certainly helps to lift my mood! So, I offer insights from 25 years of striving to build Resilient Leadership in myself and others.


This in the hope that it also helps you to maintain confidence in uncertainty over the next 25 years:

 

  1. Everyone leads: we can no longer afford to wait to be told what to do from someone with 'Boss' in their job description. The view that leaders are different to managers or that leaders are born and not made makes no sense anymore, we've run out of time for that debate! It is the situation unfolding around us that dictates who is best to step up and lead or step back and support. That could be anyone in this fast changing and complex world. Encouraging everyone to see themselves as a leader enables the devolved control that matches the pace of change. 


  2. Preparation for uncertainty must happen in advance. Waiting for when we are in the crisis is too late. Begin by identifying and sharing with others your strengths and contributions.  Include a balance between ‘who you are’ (your emotional intelligence) and ‘what you do’ (your cognitive intelligence).  Follow that with a similar investigation of your areas for development and vulnerability. Confidence in both your strengths and development areas will help you know when to step forward and lead or when to step back and support. Telling others about it will help them know what to do to support and challenge you accordingly. 


  3. It takes time to build Resilient Leadership. Prioritise time to develop and practice the behaviours associated with a Resilient Leader. This is not self-indulgent, it is critical preparation for leading in uncertainty. Role modelling this to others will create a culture of preparedness, and confidence. 


  4. People follow people. No matter how good your systems and processes are, it is the people that operate them that matter. Focus, when things are calm, on building strong relationships that will withstand uncertainty. Include people to build commitment. Share control to build accountability. Be open and warm to build trust. 


  5. Learn from what we do least often. RLE now has millions of data points from thousands of leaders who have taken their Resilient Leaders Assessment. The two statements that people consistently say they do least often and that are, therefore, most problematic are: 


    1. ‘I imagine myself at a point in the future and visualise what has been accomplished’.  To help with this "Begin with the end in mind" as Steven Covey says in The Seven Habits of Highly Effective People.  Create a goal, no matter how small or how 'dreamy'. It helps to give hope and purpose that guides us and others through uncertainty. Make decisions that take small steps towards your goal. This builds a valuable sense of progress and purpose even in the darkest of times.


    2. 'I look after myself, I rest, renergise and renew'.  There is no substitute for this.  If you do not look after yourself so that you have enough energy to lead in uncertainty, then you are an ineffective resource!  For evidence of why this matters, consider athletes who rightly expect, and are entitled to, periods of rest and recovery so that they can perform at their best for a specified period.  In the same way, we cannot expect to perform at a consistently high standard without taking time out to reenergise and renew.


  6. Crisis requires strength. When things become urgent, we do not have the time to worry about our vulnerabilities.  It is at these times that we must know and pull on our strengths.  Prepare by identifying those things you know you can be relied on for in a crisis. Do this preparation when things are calm and when you have the time to consult with others so that you also know the strengths they see in you.



Be inspired


Throughout 2025 we will be sharing a series of Webinars and blog posts from our incredible community of Resilient Leaders Consultants.  These experienced Resilient Leaders will be sharing the learning that they believe will help us deal with the next 25 years of uncertainty. 


Each Webinar and blog will focus on a different theme so that by the end of 2025 we’re as ready as we can be for 2026 and beyond!


 

FEB: High performance - what does it take to win in uncertainty https://RLEHighPerformance.eventbrite.com

APR: Leading in isolation - Overcome feelings of powerlessness in today's world

JUN: Leading on the edge of crisis https://RLEEdgeofCrisis.eventbrite.com

SEPT: Building Resilient Leadership in young people: enabling confidence in uncertainty https://RLEYoungPeople.eventbrite.com

OCT: Neuroscience behind Resilient Leadership https://RLENeuroscience.eventbrite.com

DEC: Resilient Leadership in the age of AI https://RLEAgeofAI.eventbrite.com
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