Disaster Recovery Journal Spring 2026

Disruption is no longer an exception. It is a constant. The organizations that will thrive in this environment are those led by CEOs who embrace their role as chief resilience officer. “

Strengthening External Resilience Through Relationships Modern CEOs are expected to engage with a broad and diverse set of exter nal stakeholders. Reputation, trust, and credibility are strategic assets that directly influence an organization’s abil ity to navigate crises. Strong relation ships with regulators, partners, peers, and communities enable collaboration when speed and coordination matter most. An intentional external stakeholder strategy allows CEOs to shape narra tives, align expectations, and mobilize collective action during periods of stress. Organizations that invest in these rela tionships before disruption occurs are far better positioned to respond effectively when it does. Conclusion Disruption is no longer an exception. It is a constant. The organizations that will thrive in this environment are those led by CEOs who embrace their role as chief resilience officer. By embedding resilience into vision, strategy, culture, and operations, CEOs create enterprises that can endure uncertainty and convert disruption into opportunity. Resilience is not a defensive posture. It is a leadership choice and a strategic advantage. CEOs who make that choice position their organizations to grow stronger, inspire confidence, and remain relevant in an increasingly complex world. v She is the 2023 Business Continuity Institute (BCI) Lifetime Achievement Award recipient and a sought-after global speaker and author. Millett currently serves on the DRJ Executive Council. She serves as past chair of the Alzheimer’s Association of Eastern North Carolina and has been appointed to the North Carolina Symphony Society Board. She has also previously advised the UN Office for Disaster Risk Reduction. She has spoken at numerous business resilience related conferences in North America, Europe, the Middle East, Asia and Africa. “ Margaret J. Millett, MsBC, FBCI (Hon), MBCP, is the CEO and founder of Seamless Horizon, Inc. She has driven business resil ience across Fortune 300 IT and financial services companies in the US and Ireland.

nizational resilience requires propor tional investment across all dimensions. Overreliance on heroics or informal workarounds may solve short-term prob lems but often leads to burnout, inconsis tency, and systemic weakness. CEOs play a critical role in ensur ing resilience is operationalized through clear processes, adaptable playbooks, and decision rights that empower teams while maintaining accountability. When disrup tion occurs, organizations with strong resilience frameworks can respond with speed and confidence rather than improvi sation and confusion. Learning from crises is equally impor tant. CEOs who act as students of crisis systematically capture lessons learned and translate them into lasting improve ments. By embedding resilience into systems, governance, and culture, they reduce reliance on individual intervention and increase organizational capacity to absorb future shocks. Forcing Decisions When Resilience Is at Risk There are moments when resilience must take precedence over convenience, speed, or short-term financial optimiza tion. In these moments, CEOs must be willing to intervene directly, challenge assumptions, and force difficult conversa tions with senior leaders. Decisive leadership strengthens

organizational health. Asking hard ques tions about flexibility, optionality, talent development, and frontline empowerment reinforces the message that resilience is a nonnegotiable priority. Constructive debate, followed by clear decisions, ensures alignment and builds trust even when trade-offs are required. Cultivating Resilient Teams and Individuals Resilient organizations are built by resilient people. CEOs influence this out come through hiring, development, and role modeling. Technical skills and past success matter, but adaptability, grit, and learning orientation often matter more in environments shaped by continuous change. By embedding resilient traits into talent processes and leadership expecta tions, CEOs help create teams that can pivot quickly and remain effective under pressure. Modeling calm, transparency, and vulnerability during challenging moments further reinforces psychological safety and trust. When leaders demon strate resilience openly, employees are more likely to do the same. Maintaining personal resilience is also essential. CEOs who invest in trusted advisors, reflect on their own leadership effectiveness, and manage their energy intentionally are better equipped to lead others through disruption.

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