Personal resilience has attracted significant organisational attention in recent years, and rightly so. The sustained cognitive and emotional demands of working in complex, rapidly changing organisations are real, and the capacity to navigate those demands without losing effectiveness or wellbeing is both genuinely important and genuinely learnable. The challenge is that the way resilience is most commonly taught in organisations frequently misses most of what it actually req

Burnout has become one of the most discussed topics in organisational life and rightly so. The sustained experience of depletion, disconnection and diminished effectiveness that burnout describes is real, costly and increasingly prevalent across industries and levels of seniority. What is less commonly discussed is the degree to which burnout is not a uniform experience. It does not look the same for everyone, it does not develop in the same way and it does not respond to the

In a VUCA world — Volatile, Uncertain, Complex, Ambiguous — resilience is not a personality trait that certain fortunate individuals happen to possess. It is a capability that organisations need to deliberately build in their leaders, their teams and the cultures that shape how people respond when circumstances become difficult.