Stretch, but don’t snap. Resilience as the foundation for thriving in todays’ workplace. 

Hundreds of staff and executives go through stress management and resiliency training annually, and the few hundred in my classroom agree that resilience is the foundation of thriving in today’s workplace. While “antifragility” is critical on a personal level, as work shifts away from traditional in-office demands and technological advancements speed up our processes, the ability to adapt and recover from the stresses of fast-paced world of today is no longer just a personal asset – it is an essential professional skill. With 58% of individuals struggling and 8% suffering globally according to latest Gallup report, to be able to “rise” from challenges is now recognized as the foundation of success and growth within the modern workplace. Research also suggests that resilience is one of four essential psychological capabilities for any successful leader, in addition to hope, optimism and confidence. 

Resilience is rooted in human history, from the days of hunters and gatherers to Industrial Age factory workers – resilience was essential for survival. Modern-day workplaces have new challenges of their own: with remote work, gig economies, overconnectivity, AI, global circumstances and fast-paced living, we now have a “whitewater” environment that thrives on unpredictability and constant adaptation. In a space such as this, the most resilient individuals are better equipped to balance unforeseen circumstances and excel and to support the organization’s adaptability and innovation. 

What Is Resilience?

At its core, resilience is the ability to adapt to and recover from difficult events, such as bouncing back from challenges and growing beyond obstacles. Resilience operates on multiple levels and layers both individually and in an organization. On an individual level, it usually involves managing stress and remaining optimistic, while on an organizational level, it involves fostering a culture of adaptability and collective problem-solving. While adversity has been described as a prerequisite for resilience, becoming more “antifragile” doesn’t always include suffering. There is a quiet kind of resilience – the emotional stamina to endure monotony, disappointment, and unfulfilled dreams without collapsing. Russian author Anton Chekhov, portrayed this kind of resilience in his works The Chery Orchard and Uncle Vanya, reminding us that resilience isn’t always about surviving catastrophe, it’s also about withstanding the weight of ordinary life. 

Though some individuals possess higher levels of resilience, this trait is not fixed. Life is a journey and resilience get cultivated through life experiences, individual practices and targeted interventions. 

Enhancing Resilience

Character traits. Particularly those conceptualized in the Big Five personality framework, have been linked to resilience outcomes. Traits such as conscientiousness, extraversion, and agreeableness foster resilience, while neuroticism tends to diminish it (Uccella et al., 2024). Perfectionism is the antidote of Resilience and the top character trait associated with burnout. 

2. Emotional Intelligence. In workplace scenarios, the interplay between emotional intelligence and resilience is critical for managing stress and burnout. In particular, emotional regulation – the ability to process and respond to negative emotions (Gross, 2015) – allows not to get hijacked by fight-or-flight response acting impulsively. Emotional regulation helps to distinguish between emotions and actions so that individuals respond proactively rather than reactively. A two-step method to facilitate emotional regulation includes pausing and naming the emotion (creating distance between situation and reaction) and reappraising the situation (by quickly considering the other perspective and potential solutions) (Beck 1979). This method is also used in cognitive behavioral therapy (CBT) and was shown to improve emotional control and decision-making (Seligman & Kellerman, 2023).

3. Optimism. The tendency to see “the glass half full”, or to expect positive outcomes, is a powerful predictor of resilience, because it helps the individual see setbacks as temporary and controllable (Seligman, 1991). Research by Carver & Scheier (2014) shows that optimists have better performance and better health outcomes. A common exercise developed by King (2001) to improve optimism, asks individuals to imagine a future where everything is going right on every level of their life, and write it down. Not only does this exercise improve optimism, but it also reinforces the belief that positive outcomes are achievable (Seligman & Kellerman, 2023).

4. Cognitive Agility. The cognitive agility to mentally shift between ideas and strategies allows individuals to remain more open to new opportunities and can execute decisions better (Seligman & Kellerman, 2023). This is the mental equivalent of a forager scanning the environment and then narrowing down their focus on the most relevant and necessary resources.Reivich & Shatté (2002) created a “Putting It in Perspective” exercise to guide individuals on developing cognitive agility. The exercises ask individuals to plot the worst, best, and most likely outcomes of a situation and consider multiple possibilities so that their minds remain flexible not driven by fear. For instance, when faced with an unexpected meeting with the boss, a resilient individual would consider anything from a promotion to a routine check-in rather than the worst likely outcome. 

5. Self-Compassion. Treating oneself well through self-compassion has shown to offer the same level of kindness and understanding that a friend would offer during difficult times (Neff, 2003). This factor helps individuals avoid self-criticism which can be a contributor to burnout in the long term. A simple way to practice self-compassion that was introduced by Seligman & Kellerman (2023), is to imagine how someone would respond as a friend during challenges. This level of empathy can counter feelings of shame or self-criticism. 

6. Self-Efficacy. Self-efficacy is to believe in oneself to achieve specific goals – this is found to be a key deriver of resilience to fuel persistence. Those with high self-efficacy are more likely to take on challenges and succeed in their goals. Self-efficacy is built over time via small, achievable goals that can provide a sense of self-accomplishment. Setting and completing incremental objectives allow individuals to build confidence and eventually take on larger challenges. Long term, this creates self-belief that is applicable to other areas of life. 

Coping strategies further amplify resilience. They include time management, social connection, seeking feedback, and healthy lifestyle behaviors. Those individuals who often employ proactive coping methods, allowing them to transform adversity into manageable challenges, illustrating a fundamental aspect of resilience. A coping mantra is strategy which many of us are using intuitively – telling ourselves “It will be ok” or “this will also pass” has a tremendous effect on helping us cope with setbacks. 

The Role of Coaching in Building Resilience

Resilience can be developed independently but coaching individuals through it offers a more accelerated and targeted growth. Research shows that coaches who can help individuals identify areas for improvement and intervene to enhance their resilience, developed more psychological strengths such as optimism and self-efficacy (Green et al., 2006).

Resilience at the Organizational Level

Traditionally, resilience is presumed to be an individual trait, but recent studies show that in fact, it is more of a collective ability (Seligman & Kellerman, 2023). For instance, organizations with a resilient workforce are able to sustain growth and overcome obstacles more quickly and smoothly, such as during the COVID-19 pandemic—companies with a resilient force adapted quickly to the everchanging regulations and maintained a financial stability (Sutcliffe & Vogus, 2020). To foster that environment, however, individuals need to be surrounded by resilience—employees, leaders, and team members who contribute to performance and creativity (Walumbwa et al., 2010). These teams are more productive and innovative, highlighting the ripple effect of resilience throughout an organization.

Strategies for Organizations to Build Resilience

Some suggestions made by research findings, to cultivate resilience include: 

1. Invest in Evidence-Based Training: Programs that target the aforementioned five key factors via workshops or coaching (Seligman & Kellerman, 2023).
2. Foster a Growth Mindset: Encouraging employees via leadership and performance management, to shift their perspectives and see challenges are opportunities to learn from rather than deterrents to stray from (Dweck, 2006). 
3. Promote Social Support: Create opportunities for employees to build relationships via team-building activities (Seligman & Kellerman, 2023).
4. Lead by Example: Leaders should use their roles to model resilience by demonstrating the five key factors discussed above, in their own behaviors (Seligman & Kellerman, 2023).

Measure and Track Progress: Use validated psychological assessments to monitor resilience in surrounding team members, and be open to tailor interventions that befit those needs (Luthans et al., 2007).

The Time to Build Resilience Is Now

With constant change, there is a higher need for resilience, because of the unpredictability of where technology can take us and what new demands work will have. Resilience can be learned either via coaching, workshops, or organizational initiatives with an overarching goal to promote well-being, optimism, and growth (Seligman & Kellerman, 2023). Adapting to the challenges and changes around us using the five key factors discussed, would create a more stable and financially secure environment both professionally and individually. The question lies more so on how quickly it can be built as the future of work continues to grow each day. 

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References

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• Seligman, M. E. P., & Kellerman, G. (2023). Tomorrowmind: Thriving at work with resilience, creativity, and connection—now and in an uncertain future. Atria Books.
• Sutcliffe, K. M., & Vogus, T. J. (2020). Organizing for resilience. In L. C. Cameron & G. M. Spreitzer (Eds.), The Oxford handbook of positive organizational scholarship (pp. 94-110). Oxford University Press.
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Aksinia Müller is a human resources expert, executive coach, and doctoral candidate at Bocconi University. She leads public seminars and corporate training programs on Human-Sustainable Leadership, Workplace Wellbeing, and Resilient Teams at the Management Development Institute of Singapore (MDIS). Her current research focuses on workplace wellbeing, exploring areas such as mindfulness, the experience of boredom at work, resilience and the prevalent issue of professional burnout.