Most organizations have a plan. Far fewer have a culture that can actually execute it under pressure.
This webinar makes the case that resilience is not something you build into a document. It is something that lives, or doesn't, in how your leaders behave when a crisis hits, how they communicate in the hours and days that follow, and whether the people around them feel steady or adrift.
The session draws on direct experience inside a major crisis: the 2013 Boston Marathon bombing. As a firsthand account of what institutional leadership looks and feels like from inside a disruption, where it supports people and where it fails them. That experience, combined with subsequent work on federal disaster mental health policy, informs a practical framework for what culture-driven resilience actually requires.
The central insight is this: organizations tend to measure recovery by operational metrics. Systems are back up. The office is open. The plan worked. Recovery for people runs on a different timeline, and leaders who don't understand that gap make decisions that can quietly erode the trust and cohesion their organization needs to be resilient next time.
Participants leave with a clear, applicable framework for assessing whether their leadership culture would hold under real conditions, and what to do if the honest answer is no
Learning Outcomes
- Distinguish between a resilient plan and a resilient culture — and why the gap between them is where organizations fail
- Identify the leadership behaviors that build or erode trust during and after disruption
- Recognise the human recovery timeline and why it outlasts the operational one
- Apply a practical framework for auditing your leadership culture against real crisis conditions
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