Disaster Recovery Journal Fall 2025

focused up, instead of down on the details where decisions may cause grumbling. Even an unhappy decision can be under stood when team members recognize the mission remains intact. They know some thing’s got to give, and trying to make everyone happy doesn’t work on a high functioning team. Good leaders and good team members regularly demonstrate their mission focus. Team members observe how decisions get made: whether negative influences like expedience, politics, favoritism, or self interest take priority over the team’s big mission. Employees are wise to this, and follow suit for better or worse. When a team is aligned, their energy is focused on the objective. If not, energy is focused on everything but the objective. The US military is credited with a cul tural mantra: mission first, people always. This speaks to the challenge of focusing on

other metrics were more “activity com pletion” metrics, which is less desirable, but we found it was still the best way to track our progress without getting stuck in the details. For example, the effective ness of the plans and tests was expected and entrusted to the professionalism of the team. A benefit of clear metrics is that it com municates how leaders will measure the team’s success, so there are no surprises. Identifying meaningful metrics takes effort, but becomes a powerful mechanism that provides incentives for teams to align with the big mission. Doerr describes the value of short-term measurable results and using OKRs to accomplish this goal. With the big long term goal, leaders identify the key results needed as progress points along the way. Start measuring those results with dates, owners, and clarity. It’s common sense, yet somehow still a challenge. Resilient teams

2. Measure What Matters In his best-selling book “Measure What Matters,” John Doerr describes the bene fits of OKRs (objectives and key results) which he introduced to Google during its early days. It’s a valuable read, as it describes how teams can build their cul ture and ability to stretch for big goals as they measure the right incremental results. When I managed a BC/DR program, we reported progress toward our primary metrics each quarter, listed here: u Crisis events managed successfully, and exercises completed. u BC/DR plans activated and whether they met objectives. u BC/DR plans updated and tested successfully. u BIA project completed within timeframes. u Outreach activities completed and value to business.

Resilient teams know when to say “no” to distractions and know when to adjust to achieve the results that matter. Resilience is built when every member of the team knows the mission, knows how their actions affect results, is measured, and provided with the right incentives to deliver those results. “

the mission, while understanding the people involved. Good leaders dem onstrate high emo tional intelligence about the people ‘left behind’ when a decision goes the other way. Resilient teams don’t need baby sitting. Team members are encouraged to exercise judge ment, to improvise

adapt as chal lenges arise, recalibrate, or real locate resources to double-down or divert, or to adjust the time frames. If these big goals are really that important, the whole organization should be aware,

and be able to sup port that key proj ect. OKRs enable transparency, alignment across departments, and coordination as a team. Resilient teams know when to say “no” to distractions and know when to adjust to achieve the results that matter. Resilience is built when every member of the team knows the mission, knows how their actions affect results, is measured, and provided with the right incentives to deliver those results. 3. Provide Role Clarity Let’s begin with a quote: “Lead, follow, or get out of the way.” “

Each of our team members knew which metrics they were responsible for. We measured it and reported it, so every one knew how the team was progressing. This reinforced our focus since we were measuring activities and results aligned with our mission. There was agreement, friendly competition, and support for one another for the benefit of the team. A quick comment on our BC/DR met rics. Only the first two metrics captured our customer experience: how well the leadership teams responded to actual crisis events, and whether the BC/DR plan activation met its objectives. The

and adapt, to work their area of expertise when they are aligned on the mission. Even in the absence of communication or clear direction from leaders, a team member is empowered to take steps needed to achieve the mission. Incentives clarify and align teams on the mission. The structure of organizations allow people to hold one another account able, to reward positive results, and punish negative behavior. This requires atten tion and ongoing review to ensure well intended incentives don’t undermine the big mission.

14 DISASTER RECOVERY JOURNAL | FALL 2025