Resilience starts with people: The leadership imperative for manufacturing

Disruption is no longer an exception:  it is the new operating environment in manufacturing. Geopolitical tensions, supply chain instability, technological shifts and labour market volatility mean that uncertainty is constant. Even with significant investments in digital systems and supplier diversification, many organisations still feel unprepared. The missing link? The human side of resilience.

The World Economic Forum’s 2025 Resilience Pulse Check found that 84% of companies do not feel ready for future shocks, and only 13% fully embed resilience into their strategy. While processes become more automated and optimised, organisational resilience – shaped by leadership, culture and adaptable teams – is where confidence is lowest, with only 9% of companies considering themselves strong in this area.

For EIT Manufacturing, the mission is clear: putting people at the centre makes resilient leadership essential, both to stay competitive and to protect organisational performance and wellbeing.

The leadership gap in manufacturing

Resilient leadership isn’t just about handling crises. It is about guiding teams through uncertainty with clarity, empathy and a capacity to learn. Yet that capability is increasingly strained.

The DDI Global Leadership Forecast 2025 reports:

• 40% of leaders have considered leaving due to stress or burnout;
• Trust in immediate managers has fallen to 29%.

For manufacturers, this represents a strategic risk. Middle managers are particularly exposed.

Resilient leadership in practice

Evidence from industry leaders underlines the value of resilience. Maersk’s 2025 report shows companies with strong leadership resilience lost less than 1% of revenue during disruptions, compared with 3.9% for others. Consistent performance, trust and long-term stability are direct outcomes of resilient leadership.

Michelin’s ICARE leadership model demonstrates this clearly. By focusing on Inspiration, Creating trust, Awareness, Results and Empowerment, Michelin strengthens its human system rather than relying solely on  processes. Leaders are encouraged to empower teams to solve problems locally building resilience from within.

Results speak volumes:

• 83.5% employee engagement in 2023
• 74% of managerial roles filled internally

Middle managers: a strategic leverage point

Middle managers translate strategy into daily practice, coordinate teams and create environments where employees stay focused and flexible. Eurofound’s 2024 Working Life Survey shows rising work intensity, with one in three employees identifying their manager as the key factor in coping with change.

Yet many organisations underinvest in preparing middle managers for these demands.

Supporting leaders in maintaining clarity and wellbeing strengthens their capacity to guide teams through uncertainty.

The strategic value of resilient leadership

Resilient leadership benefits go far beyond crisis management. Leaders who model calm, clarity and adaptability help teams:

• Respond faster to change
• Reduce operational risk
• Retain talent
• Accelerate innovation

Eurostat’s 2024 analysis shows companies with high employee engagement, often linked to effective leadership, outperform peers by up to 22% in productivity. Strong leadership also supports employer reputation, sustainability and long-term competitiveness.

Preparing for what comes next

Disruptions will continue, whether gradual or sudden. Success will depend not only on digital infrastructure or supply chains but on leaders who bring stability, clarity and human connection when it matters most.

Senior executives increasingly recognise that resilience is rooted in people, especially the middle managers who guide teams through uncertainty with confidence and empathy. Investing in resilient leadership today protects organisations for tomorrow.

The question is no longer whether disruption will occur, but whether leadership is prepared to turn it into progress.