What leaders get wrong about resilience
The word ‘resilience’ gets thrown around a lot in the workplace. When we’re stressed or overwhelmed; when we complain about something we don’t agree with; when we’re faced with something beyond our limitations - the word crops up again and again.
But it’s not about toughness, or grit, or flourishing in the face of adversity. It’s about accepting that things can be difficult and learning from those experiences.
Unfortunately, when we don’t understand what the word really means, we misuse it. And that bleeds into the fabric of the cultures we work so hard to cultivate.
What resilience is not
In physics, resilience is the ability an elastic material has to absorb energy, release that energy, and spring back into its original shape. In that context, the object returns back to what it was. Nothing has changed. Nothing was gained.
We all know that humans are far more complex than that.
Unfortunately, our understanding of ‘resilience’ follows this same logic when applied in the modern workplace. Things are thrown at us. We deal with them. We move on.
As a result, the word has lost its power. And that’s no surprise when - more often than not - it translates to ‘just stop complaining and do what you’re told.’
What’s meant to make us stronger actually creates a culture of fear. It covers up toxic management practices and larger systemic factors, and encourages us to simply get on with things. But that doesn’t just pertain to employees; leaders are also pressured to overlook real problems when it affects the bottom line.
This is simply not sustainable.
So what does it really mean to be resilient in the workplace?
The things that can make you successful early on in your career are liable to burn you out later on. That’s because the behaviours and beliefs that serve us well in our 20s - i.e. saying yes to everything, working relentlessly, and measuring self-worth by career success - begin to weigh on us as the demands (both inside and outside work) tend to get bigger. Especially when we take on leadership positions.
In his book Antifragile, Nassim Nicholas Taleb divides humans (and a few non-human things) into three categories: the fragile, the robust, and the antifragile. The fragile person avoids chaos and disruption because they worry about making themselves vulnerable. A robust person stands up to disruption without flinching or changing. Then there’s the antifragile - a person who is made stronger and more creative by every challenge they face.
The most resilient leaders are antifragile. They don’t just overcome; they learn. They reach out for support when they need it. They have clear boundaries. And they have healthy, and protective habits.
Why resilience training is important for leaders
According to a SAS 2023 report, only 25% of leaders globally lead highly resilient organisations. Today’s leaders shoulder way more pressure than they’ve ever had to in the past. They operate in volatile, uncertain, complex, and ambiguous environments and have to learn to lead despite all of this.
It’s more important than ever for our leaders to be self-aware and authentic. If you’re standing in front of your team demanding respect (rather than earning it), the ‘respect’ you get in return is not genuine. And presenting a veneer of impenetrability and hubris will only get leaders so far. Employees will benefit much more from leaders who admit their vulnerabilities, building trust by being human.
Research shows that organisations are more profitable when their teams are better equipped to handle the uncertainties and pressures in today’s fast-paced work environments. If personal fortitude is embedded in a culture where everyone feels supported and empowered to talk about and overcome challenges, the result will be productive, creative, and happy employees.
That’s why we need to teach our leaders the real meaning of resilience. According to a 2023 report by the Harvard Business Review, companies that invested in resilience training saw a 30% increase in employee productivity and a 20% reduction in turnover. And a study from McKinsey the same year found that resilience training reduced burnout rates by 25% and employee retention by 15%.
The environment is everything
Throughout my career, I’ve been in high-pressure leadership positions and I know the emotional, mental, and physical toll a toxic culture can have on employees. I also know what it feels like to operate in an environment where you aren’t allowed to push back or question the status quo.
We shouldn't have to work this way anymore.
That's why I’m so passionate about looking at individual resilience as part of a wider exploration of systems and culture. Leaders should not be expected to just endure. Or to take complete responsibility for addressing their wellbeing and being more resilient. If they’re stuck in a culture that doesn’t put people first, with poor psychological safety, no amount of resilience training will make a difference.
To drive sustained success, businesses need to be willing to learn and change. Even the most dogmatic have the ability to see things differently.
Perhaps you’re a leader with a role in creating the right culture and helping others to thrive. Here are a few questions to get you started:
What are the rituals, norms and behaviours that have become ingrained in your working culture? What do these tell you?
What triggers for stress and anxiety do you notice across the workforce?
How does performance seem to be impacted by wellbeing?
Do you understand burnout and know the signs to look out for?
What behaviours are your leaders and managers role modelling to employees, especially when under pressure?
It’s not about the quick fix. It’s about a sustained approach.
You can learn more about our approach to culture change and leadership training and what you’ll gain from resilience coaching here.
So what do you say? Think you’re ready to build the right kind of resilience? There’s never been a better time than now.