You can't build a resilient workforce by telling people to just endure

Resilience is a person’s ability to bounce back when the going gets tough. It’s the process of adapting to tragedy, trauma, threats, or significant sources of stress.

In many ways, the focus on resilience grew during the pandemic. Hospital systems were overwhelmed, supply chains collapsed, and people lost their jobs.Our world had to keep moving forward, even when its systems were shutting down.

“Powering through” became the new norm. It showed us that as a society, we could stand together and keep going even in difficult times.

But then came a problem: Much like the recent concerns around AI’s development, we failed to put the proper guardrails around what responsible growth should look like. We prioritized goals and outputs under pressure, without stopping to check in on our colleagues.

Two-thirds of our workforce report burnout. We can't simply ask people to endure tough times without proper support. We have to create an environment and culture that allows people to put their best foot forward, even in tough times. That is how we build resilience.

Normalize asking for help

Silence is never golden when it comes to our mental well-being.

It signals that someone doesn’t feel safe to speak up. It teaches people that honesty isn’t the best policy, especially when their job or the perception of competency is on the line. That can lead to an environment where mistakes happen more frequently and go unaddressed for too long.

Self-reliance doesn’t leave room for collaboration, which is where some of the best ideas are created. When we tell employees “just be resilient” or “just keep going” we leave no room for them to raise a flag when it’s overwhelming.

Changing this starts from the top down: Leaders have to lead by example and ask for help.

The human body reminds us that each part, no matter how distinct from the other, works together. If one organ or body part tries to do the job of everything else, it’ll collapse from exhaustion. Similarly, leaders must be transparent about their capacity and limits. This keeps the whole team functioning smoothly without silent suffering.

Modelling healthy boundaries isn’t a sign of weakness. This approach builds real resilience, the ability to navigate difficult times, is built because we’re showing that we’re in this together. Give people the chance to recover rather than just postponing deadlines. This simple step prevents stress from turning into chronic burnout.

Don't reward burnout as dedication

In many work cultures, especially in East Asia, extreme overtime is praised. It’s seen as a sign of commitment to the organization and, by extension, the country’s well-being. It’s why we have terms like the “996 work culture” and “karoshi” (death from overwork), which unfortunately highlight the fatal impact of overworking.

Most organizations don’t push things to a fatal extreme, but the underlying mindset still creeps into workspaces around the world. Overworking often feels like the only option. That happens when workplace culture refuses to accept 'no' for an answer. And so, even if you’re not explicitly praised, burning out now seems like the expected trade-off for future peace of mind, if you make it.

Once again, we’ve got to break the cycle from the top down.

Leaders have to set the example of what true balance looks like, for their own well-being too. Many employees rely on good reviews from their managers to advance their careers. Therefore, some may sit in silent stress, taking it all in, until they reach their breaking point and leave, which could hurt the company’s bottom line and reputation.

When executives actively log off, prioritize their well-being, and encourage others to do the same, it creates a culture of people who can work with greater peace of mind and confidence, delivering quality work without compromise.

Recognize that resilience looks different for everyone

Just as our workspaces bring together introverts, extroverts, and ambiverts, there’s never a one-size-fits-all model when it comes to how people process difficulty and build resilience. Some employees need community, while others prefer time alone.

Rather than creating or expecting a monolithic work culture, we must nurture an environment that responds to the needs of the individual. Keep communication open, pay attention to subtle cues and respect people’s boundaries when they say they need to step back, rather than assuming they’ll be fine.

The real work of building resilience isn’t about making people tougher, but about creating systems that allow them to be vulnerable. True resilience happens when we foster a culture where people feel safe, boundaries are respected, and they can build confidence on their own terms. That is the meaning of care at the #Nof1.

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