African leaders and CEOs have been advised to always couple organisational resilience with trust to enhance development in the present era of global uncertainties.
Giving the advice in a statement on www.texem.co.uk, Caroline Lucas, Director of Special Projects at TEXEM UK, the United Kingdom based leadership development organisation, said the concept of resilience is now very dynamic.
Lucas said trust should be taken as an operational imperative for any resilient enterprise.
“In the current African business landscape, a theater defined by rapid digital transformation, volatile market shifts, and evolving regulatory environments; resilience is no longer just a defensive posture. It is a competitive advantage.
“Too often, we mistake resilience for mere endurance: the ability to “weather the storm”.
“True organisational resilience, however, is dynamic. It is the ability to absorb shocks, pivot at speed, and emerge stronger. To achieve this, we must rethink one of our most fundamental assets,” the TEXEM director explained.
Lucas said that trust is the most critical operational capability for organisations seeking survival.
She said for too long, leadership development has categorized “trust” as a “soft skill”, a peripheral cultural nice-to-have, adding that this view is a strategic error.
“In the modern enterprise, trust is an operational capability. It functions exactly like a high performance supply chain or a proprietary algorithm. It determines the speed, cost, and quality of everything your organisation does,” Lucas said.
Speaking of trust as speed, she said when trust is high, transaction costs plummet.
“You spend less time verifying, monitoring, and defending your actions, and more time executing.
In high trust environments, information flows fluidly, allowing for decentralized decision making, which is the hallmark of a resilient enterprise,” the director said.
She said trust also makes room for flexibility explaining that a resilient enterprise is one where the team can navigate ambiguity without collapsing into bureaucracy.
“When your team trusts you, and each other, they do not wait for exhaustive directives during a crisis. They operate with a shared intent, adapting autonomously to local market realities,” Lucas said.
While elaborating on trust as risk mitigation, she said that in Africa’s complex markets, risk is constant.
“High trust teams possess the psychological safety required to identify failures early, own them, and correct them before they become systemic. They innovate because they are not paralyzed by the fear of retribution,” Lucas added.
She said that the leadership mandate for African leaders and CEOs is that if they want to build resilient enterprises, they must stop managing for compliance and start leading for trust.
“High trust teams adapt more effectively because they are built on a foundation of predictable competence and radical transparency.
“When the market shifts, your team will not look for a culprit, they will look for a solution. They will not wait for permission to pivot, they will act based on the trust they have in your vision and the trust they have in one another’s competence.
“As you lead your organisations forward, ask yourself this: Is trust in your company a byproduct of your culture, or is it a deliberate, measurable operational asset you are actively optimizing?” Lucas demanded.
She told them that when they build trust, they build the speed, the agility, and the resilience necessary to define the future of the African economy.
The statement also announced that TEXEM will be hosting a programme
from 19th to 23rd July in Nairobi, Kenya titled:
The Resilient Organisation, where African leaders and CEOs will acquire more insights on resilience in leadership.
Two reputable TEXEM faculty, Professor Nic Cheeseman and Dr T. B. (Mac) McClelland Jr. will deliver the programme.
Nic Cheeseman is a former Professor at Oxford and best-selling author and advisor to world leaders.
He has featured on CNN his analysis has featured in the Economist, Le Monde, Financial Times, Newsweek, the Washington Post, New York Times and BBC.
Dr T. B. (Mac) McClelland Jr. is a former United States Marine Corps leader, former CEO of a subsidiary of a global multinational corporation, trusted adviser to world leaders, award-nominated author, and Chairman of the The Luxury Council International
Interested participants in the Nairobi programme are expected to click on the link: https://texem.co.uk/the-resilient-enterprise/
The following testimonials from past delegates of TEXEM programmes were also shared in the statement.
“I found that it’s quite a new approach of workshop than I’m used to because I’ve attended so many workshops organized by other organizations. But, I found that the approach made by TEXEM is quite different.” “…first of all when I found that the first day of the program would be visits to the Shakespeare’s birthplace and also to visit a chocolate factory, I was skeptical. So, I said, I’m in love with
Shakespeare but I just said what is it to do with business or whatever it is. But then, after the visit and then to the two places and coming back and then I could see the collaboration between what I’m supposed to know and I really could understand the issues there,”. – Previous TEXEM delegate. Ambassador Mustafa Sam Non-Executive Director Jaiz Bank.
“TEXEM is a very serious consultancy organization. I’m rating them as such because of the caliber of resources that have been mobilized to interact with us to discuss all the issues that are needed in building our leadership capacity further, in ensuring that theTax Appeal Tribunal becomes the best adjudicator of taxes in Africa and even globally. So I am very, very impressed with them, and I recommend them to other institutions that are serious about ensuring effective leadership
and management,”. -Previous TEXEM delegate. Prof. Kabiru Isa Dandago Bayero, Hon Commissioner Tax Appeal Tribunal.
“So many things have inspired me because I have a new look at what leadership is all about now, and then I think the operation and also aspects of that has to do with what I need to do and make decisions at the right time that involves what the future holds. It’s something that really has inspired me, so many ideas; of course I can’t thank the faculties enough you know in terms of what they have done,”. -Previous TEXEM delegate, Muhammad Bello Aliyu, Registrar/CEO, Computer Professional Council of Nigeria (CPN)
