Disaster Recovery Journal Winter 2023

tions of not having a robust continuity and recovery plan, including potential losses and recovery costs. In today’s environ ment, providing a roadmap to detail how your program will mitigate these risks and deliver a positive return on investment is also helpful. Leverage Industry Benchmarks and Best Practices Leadership often looks to industry benchmarks and best practices for guid ance. Demonstrate your program aligns with recognized standards and frameworks such as ISO 22301 for business continu ity management. Highlight success stories from other organizations that have ben efited from similar programs, showcasing the competitive advantage of investing in resilience. Align with Regulatory and Compliance Requirements Many industries are subject to regula tory and compliance requirements related to business continuity and disaster recov ery. Show leadership how your program meets these obligations and goes beyond to ensure comprehensive resilience. Compliance-driven arguments can be persuasive, as non-compliance can result in fines and reputational damage. Even if regulatory requirements do not govern

your industry, it is a compelling argument to align with existing best practices. Showcase Quick Wins and Milestones Aim for quick wins and tangible mile stones early in your program’s implemen tation to gain leadership trust and support. These successes demonstrate progress and the potential for larger-scale benefits. Celebrate achievements and use them as proof of concept to build momentum and support from leadership. Involve Leadership in the Planning Process Involve leadership directly in the planning process. Get their input in risk assessments, tabletop exercises, and scenario planning sessions. Their active participation can lead to a deeper under standing of the program’s importance and foster a sense of ownership. Ask for their honest feedback and make changes accordingly. Demonstrate Continual Improvement Resilience is an ongoing journey. Continually monitor and evaluate your program’s performance and use the data to drive improvements. Share these insights with leadership to illustrate your commit ment to adapting and evolving in response to changing threats and opportunities.

Ask This can be one of the most challeng ing aspects, regardless of your relation ship with leadership. Sometimes it can be difficult to ask for this level of leader ship commitment. It’s always a gamble and depends on various factors, many of which are out of your control. However, your ability to advance your program and professional life is predicated on the sponsorship you receive from manage ment. Ideally, the champion is the direct manager or leader you report to. You want to know your sponsor will advocate for you continuously. They should be some one who believes in your program and you. That level of support is invaluable in today’s evolving business world. Conclusion Securing leadership sponsorship for your business continuity, disaster recov ery, or operational resilience program requires a strategic approach which emphasizes the alignment of your program with the organization’s goals and values. By clearly defining the value proposition, building relationships, and communicat ing effectively, you can make a compel ling case which positions your program as a critical asset to the organization’s long term success. Remember, resilience is not just a program but a mindset leadership can embrace to navigate the complexities of the modern business environment. v Disaster Empire blog. Eager to amplify her impact, she introduced a podcast in 2022 dedicated to showcasing the brightest thought leaders and innovators in her industry. Her journey is marked by a remarkable ability to navigate and lead in the face of high-profile crises, from pandem ics to natural disasters, and other business disruptions. Goosman’s career began as a member of the American Red Cross’s September 11 Recovery Program in the heart of New York City. She later assumed the role of director of emergency services for the Massachusetts Department of Mental Health. Goosman’s passion for sharing knowledge led her to serve as an adjunct senior instructor specializing in disaster and terrorism. Her expertise revolves around crisis man agement, business continuity, and operational resilience, a niche where she’s made a significant impact within a Fortune 100 company. Ashley Goosman is a seasoned profes sional with two decades of experience span ning the public and private sectors. In 2019, she embarked on a mission to educate and engage fellow practitioners by founding the

12 DISASTER RECOVERY JOURNAL | WINTER 2023