Disaster Recovery Journal Fall 2023

a remarkable improvement in their team’s engagement and morale. Productivity rebounded, turnover decreased, and the team demonstrated improved resilience in the face of subsequent disruptions. This theoretical example of Acme Corp gives an example of the powerful potential

of these strategies in combating business continuity fatigue. It also highlights the importance of keeping your team engaged, energized, and prepared to tackle any dis ruption that comes their way. Remember, leadership’s proactive role is crucial in making these strategies a success.

It is obvious business continuity fatigue is not an unavoidable side effect of deal ing with ongoing or recurring disasters. Instead, it is a strategy which can be com pleted successfully by combining aware ness, inventiveness, and tenacity. The key to success is to keep our employees engaged, motivated, and ready to face any disruption with grit and tenacity. These innovative strategies – enhancing com munication, encouraging resilience, pri oritizing employee well-being, fostering a culture of adaptability, and implementing effective change management – provide a practical roadmap to combat business continuity fatigue. As demonstrated by Acme Corp, these strategies, when tai lored to your team’s needs and diligently implemented, can turn the tides of fatigue, boosting team morale, productivity, and the effectiveness of your business continu ity efforts. However, it’s crucial to remember the onus to combat business continuity fatigue lies squarely on the shoulders of leader ship. It is the leaders who must recognize the early signs of fatigue, understand its implications, and take decisive action. By doing so, they not only ensure the robust ness of their business continuity manage ment but also demonstrate a genuine care for their teams, a trait which fuels trust, loyalty, and ultimately, higher engagement. So, as leaders navigating the complex seas of business continuity, let’s remain vigilant against the silent enemy of fatigue. Let’s commit to keeping our teams engaged, nurtured, and motivated, ensur ing our business continuity plans not only survive but thrive, no matter what chal lenges we face. In this quest, remember: a resilient team is your most potent weapon against disruption, and an engaged team is the most resilient of all. v

James Lodge has 25 years of experience within business continuity, resilience, and disaster recovery in the banking and legal sectors. Throughout this time, he has imple mented global continuity and integration

solutions, managed crisis situations, and pioneered tech nology enhancement programs. He also has a keen inter est in managing best practice resilience solutions both in and out of the workplace.

12 DISASTER RECOVERY JOURNAL | FALL 2023