b'From the Editors DeskNavigating Crisis: Insightful Lessons in Resilience Events over the last couple of years have put a renewed emphasis on the importance of being resilient. Leaders and organizations have been walloped by the unforgiving realities of disruption and uncertainty. Often when responding to the unforeseendoing all one can to operate, meeting expectations, following through on commitments, and delivering on missionsthere is little time to reflect, take stock, or gain perspective. When faced with the unexpected, reflex and instinct seem to be what leaders and organizations alike rely on to weather the turbulence. Though these may serve as core components of a solid foundation, they are most certainly not enough. This edition of The Business of Government magazine underscores the importance of resiliencehow correlating short-term decision-making with long-range consequences can Michael J. Keegan is Editor, help you become ready for future shocks. We highlight the latest trends and best practices The Business of Governmentfor improving government effectiveness by introducing you to key government executives, magazine and Leadership Fellow at the IBM Center for Thedetailing the work of public management practitioners, and offering insights from leading Business of Government. Email:academics on how best to navigate an increasingly complex environment and build a more michael.j.keegan@us.ibm.com. resilient future. Discovering Value in the UnexpectedEvidence and observation tell us it isnt simply about getting by. Resilience is more about pushing through and bouncing forward after adversity or disappointmentturning crisis into opportunity and recognizing the wisdom offered by Oscar Wilde in his play, The Importance of Being Earnest, what seems to us as bitter trials are often blessings in disguise. Indeed, honing our capacity to be resilient can help unveil the truth of Wildes penetrating insight and discover value in the unexpected. At the onset of the pandemic, I began a series on Leading Through Uncertain Times, which explores the qualities, tools, tactics, and mindset that leaders from all sectors may need to navigate unsettling times and transform order out of chaos. Like the topic of leadership, much has been written about resilience. I recently came across, Resilient Leadership: Beyond Myths and Misunderstanding, released in 2017 well before our current tumult. The author, Karsten Drath, views resilience as a dynamic competency not hardwired in us from birth, but developed, cultivated, and strengthened through effort and experience. He puts forth some practical steps and strategies to do just that. He offers some cogent insights on what it means to be a resilient leader, but he also dedicates a portion of his work based on cited research to dispel myths and misunderstandings surrounding resilience.Reflecting on Draths fuller deconstructing of these myths, it reminded me of a 2002 Harvard Business Review article, How Resilience Works, by Diane Coutu. This piece still has much to teach us. If as Gartner declares organizational resilience is a strategic imperative, then Coutus article should be required reading for all leaders. In it she describes three core characteristics that resilient peopleand organizationsexhibit. They possess a staunch acceptance of reality; a deep belief, often buttressed by strongly held values, that life is meaningful; and an uncanny ability to improvise. One can bounce back from hardship with just one or two of these qualities, but one will only be truly resilient with all three. 2022 IBM Center for The Business of Government 5'