The Paradoxical Power of Adversity: Why Resilience Elevates Leadership
Debbie Morrison • August 23, 2023

In a world enamoured with success stories, it might seem counterintuitive to champion failure and adversity. However, if one delves deeper into the annals of great leadership, a surprising element emerges—resilience. There's a compelling case to be made that the crucible of setbacks and challenges actually moulds the most effective leaders. In this blog we explore why.


Our Love Affair with Success

For many, success is the ultimate goal. It's the indicator that one is competent, valued, and in control. But the road to true leadership often winds through valleys of failure. Thomas Edison, when developing the light bulb, once remarked, "I haven’t failed. I’ve just found 10,000 ways that won’t work.” If Edison lacked resilience, would we remember him today?

Leadership isn't about avoiding pitfalls; it's about navigating and growing from them.


Resilience as the Cornerstone of Effective Leadership

In the contemporary business world, leadership indicators have evolved beyond the mere ability to manage teams or hit financial targets. One such significant indicator, as underscored by research, is resilience. Here's a deeper look at why resilience is not only important but also transformative in the realm of leadership.


Resilience: More Than Just Bouncing Back

Resilience, as highlighted by the Harvard Business Review, isn't just about recovery; it's about thriving amidst adversity. And when it comes to leadership, this attribute can be the difference between a good leader and a great one. 


The Science Behind Resilience and Leadership

A plethora of studies in organisational psychology have illuminated the undeniable link between resilience and an array of positive professional outcomes. Among these:


Heightened Job Performance:
Resilient leaders tend to approach challenges as opportunities for growth. They adapt, evolve, and ultimately lead their teams to successes even in turbulent times.


Reduced Burnout:
Burnout has become endemic in today's high-stress work environment. Resilient leaders, however, are better equipped to manage stress, ensure work-life balance, and thus mitigate the symptoms and effects of burnout.


Increased Job Satisfaction:
Satisfaction isn't just derived from success; it's also about overcoming hurdles. Resilient leaders find fulfilment in navigating challenges, which translates to higher overall job satisfaction.


The Crucible of Adversity: Moulding Effective Leaders

Adversity isn't just a challenge; it's a classroom. It shapes leaders in multiple, profound ways:


Empathy as a Leadership Tool
Leaders who have navigated the stormy seas of professional or personal difficulties develop a heightened sense of empathy. This is more than just understanding or sympathising—it's about genuinely feeling the team's struggles.

Such empathetic leaders become invaluable assets for organisations. They foster environments where team members feel seen, heard, and understood. This creates a bedrock of trust, making teams more cohesive and more willing to take risks, confident in the knowledge that their leader understands and supports them.


Grit: The Silent Powerhouse
Angela Duckworth’s
research on grit has revolutionised our understanding of success. Grit isn't just about raw strength or endurance; it's about maintaining passion and perseverance for goals that last a lifetime.

Adversity instils this very grit in leaders. Each failure, each setback, and each challenge faced and overcome adds another layer to a leader's reservoir of grit. Such leaders not only set high standards for themselves but also inspire their teams to adopt a similar attitude of unwavering commitment to their goals.


Innovation Born from Challenge
When traditional paths are blocked by obstacles, true leaders don't just look for another path—they create one. Adversity, in this sense, becomes a powerful catalyst for innovation.


Leaders forged in the furnace of adversity are not confined by conventional wisdom or traditional methodologies. They think outside the box, encouraging their teams to do the same. This culture of innovative thinking often leads to groundbreaking ideas, solutions, and strategies that set the organisation apart in a competitive marketplace.



The food & beverage industry is fraught with unpredictability and fierce competition. New businesses come and go, often within the span of just a year. Yet, the tales of resilience and redemption in this sector are incredibly inspiring. Let's dive into some real-world examples of individuals from the food & beverage industry who faced adversity head-on and emerged triumphant.


Howard Schultz: Starbucks

Before Starbucks became the global coffeehouse chain synonymous with morning routines, it faced its fair share of troubles. Howard Schultz, the chairman and former CEO, had a vision of turning Starbucks from a mere coffee bean seller into a café experience inspired by his travels in Italy. Schultz's proposal was initially rejected, leading him to leave and start his chain, Il Giornale. However, when Starbucks later faced financial difficulties, Schultz returned, acquired the company, and transformed it into the coffee empire we know today. Through this journey, Schultz's resilience and unyielding belief in his vision were evident.


Ben Cohen and Jerry Greenfield: Ben & Jerry’s

Ben & Jerry’s, a name synonymous with innovative ice cream flavours, was founded by childhood friends Ben Cohen and Jerry Greenfield. Before they struck gold with their ice cream parlour, they faced several setbacks. Both Ben and Jerry faced failures in their previous endeavours—Ben with several art-related ventures and Jerry with medical school rejections. Instead of succumbing to these setbacks, they took a $5 correspondence course on ice cream making and set up their first ice cream parlour in a renovated gas station. Their resilience and commitment to their brand, despite numerous challenges including big corporation competition and financial struggles, turned Ben & Jerry’s into a household name.


Sir Thomas Johnstone Lipton: Lipton Tea

Sir Thomas Lipton, the founder of the world-famous Lipton tea brand, was no stranger to adversity. Before he built his tea empire, Lipton, born to impoverished Irish-Scottish parents, worked in a number of low-paying jobs. He then decided to open his grocery store, and though it was successful, he faced stiff competition. To differentiate himself, Lipton decided to directly purchase tea from producers, reducing costs. He travelled to Sri Lanka and bought tea estates, ensuring the supply at a lower price. His resilience and innovative approach to addressing the challenge of competition led to the birth of the globally recognized Lipton brand.


Anita Roddick: The Body Shop

While The Body Shop might be more associated with cosmetics than food & beverage, its founder Anita Roddick's story of resilience in business is worth noting. Anita opened the first Body Shop in 1976 with the aim of making an income for herself and her two daughters while her husband travelled. Faced with limited resources, she used minimalistic packaging and championed the refilling of containers. Her genuine commitment to environmental issues and refusal to advertise gave her brand a unique identity. Despite facing heavy competition from big cosmetic brands and backlash for some of her unconventional decisions, Roddick's resilience made The Body Shop an international success.


Building Resilience

So, how can leaders cultivate resilience? It begins with a mindset that views failure not as a dead end but as a learning opportunity. Embracing failure requires courage, introspection, and a willingness to adapt.


Accepting Failure as Part of Growth: By accepting that failure is a natural part of growth and innovation, leaders can foster a culture that encourages risk-taking and creativity.


Celebrate Failures as Learning Opportunities:
Instead of penalising mistakes, dissect them. What lessons can be learned? How can they inform future decisions?


Creating Supportive Environments:
Fostering an organisational culture that supports risk-taking and learning from failure encourages everyone to push the boundaries of their potential.


Invest in Mental Wellness:
Resilience is not just about endurance; it's about recovery. Support mental health initiatives that give leaders the tools to bounce back.



In the corporate lexicon, resilience is often misconstrued as mere endurance. It's time we viewed it for what it truly is—an invaluable trait, honed by adversity, that equips leaders with the empathy, grit, and innovation to lead effectively.


Resilience doesn’t just prepare leaders to weather the storm; it empowers them to change the world. As you chart your leadership journey, embrace adversity. For in its crucible, you'll find the very essence of transformative leadership.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.