Resilience: "Tough It Out" Isn't Going to Work

Three proven strategies for leading through chaos without burning out

2025 is shaping up to be a year where resilience isn't just another buzzword – it's becoming a survival skill. Renewed economic uncertainty, climate disasters reshaping our communities, unease about AI, and “geopolitical uncertainty” (to put it mildly) combined means the pressure on people is intense.

I'm seeing this firsthand in my conversations with senior leaders. They're feeling squeezed from every direction:

• Pressure to drive performance while experimenting with AI

• Managing distributed teams amid rigid RTO mandates

• "Delayering" that's hit 39% of directors versus just 20% of C-suite roles

• Continually being asked to do more with less, while recovering from layoffs

• Supporting teams through political and social upheaval — pullbacks from DEI, Federal workforce turmoil, and massive geopolitical changes

We’re building on top of an already rough patch in 2024: 71% of senior managers and directors say their workloads increased last year (versus 63% for individual contributors), and most reported feeling more burned out than in 2023. Piling on even more? We're at risk of crushing our next generation of leaders.

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Beyond "Toughing It Out"

Here's the thing about resilience: it's not about gritting your teeth and pushing through. True resilience – the kind that helps both people and organizations thrive during disruption – requires a different approach.

I've learned this through decades of working with teams navigating massive changes: the dotcom bust, startup failures, recessions, and teammate’s personal tragedies. The most resilient leaders I've worked with share three key practices:

1. They're positive realists. The strongest leaders don't sugarcoat challenges or paint unrealistic pictures. Instead, they identify opportunities within adversity and – this is crucial – enlist their teams in charting the path forward. When people help shape the response to adversity, they shift from feeling like victims to becoming active participants in the solution.

2. They create environments rooted in transparency. Resilient organizations don't just communicate during crises – they make open dialogue part of their DNA. I've watched teams improve their ability to handle uncertainty simply by making it safe to ask for help balancing workloads or raising red flags early.

3. They recognize that renewal isn't a luxury – it's essential. The strongest leaders I know actively champion work-life boundaries, both for themselves and their teams. They understand that social connections and time to recharge aren't just nice-to-haves; they're critical components of sustained performance.

That last part can be the biggest challenge: it runs up against the "hustle culture" ethos by which too many leaders have been judged – and are judging their teams. Jamie Dimon being upset that he was working 7 days a week since Covid may not land well on employees making 1/500th of his compensation.

I'm still working on this personally – there were years I spent chasing brass rings at the expense of family time and personal renewal. The cost of that approach isn't just personal; it ripples through entire organizations.

Building Organizational Muscle

The organizations that will thrive through this period of change aren't necessarily the ones with the most resources or the best initial position. They're the ones building new muscles:

• Clarity around outcomes that matter most

• Trust balanced with accountability

• Space for teams to find their rhythm

• Intentional group down time for everyone

Resilience doesn’t come from rigid control, it comes through trust and support that allows people to adapt and recover. When teams are empowered to shape solutions and supported in maintaining sustainable performance, they become more innovative and engaged.

It’s not helped if your organization “de-layered” without redesigning work. Removing layers of middle management might look good on paper, but without clarifying goals and decision making processes, we're turning just managers into routers and paper-pushers. More meetings, more bureaucracy, less purpose, less learning.

Put Your Mask on First

The challenges aren't going away. But resilience is contagious – when leaders model these behaviors, their teams develop stronger capacity to navigate uncertainty.

As a leader, what are you doing to take care of yourself? Putting on your mask first matters. I’m sticking to my exercise program, listening to more music and fewer podcasts, and getting to bed on time. I’m not ignoring the news, but I am trying to limit my daily intake.

The question isn't whether you'll face disruption, but how well you’re prepared, and how you're supporting your organization through it. By focusing on what matters most, building trust, and creating space for renewal, we can build the resilience needed not just to survive, but to thrive in uncertainty.

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How are you building resilience in your organization? I'd love to hear your experiences and strategies.