The path to professional success isn’t what it used to be. Back in the day, a company hired you and you stayed put. Today, very few employees enjoy such a static and linear career path. I worked for two law firms and as in-house counsel for a company before starting my own business doing something completely different.
The economy, the way people want to live and work, and a whole host of other factors are changing the way work gets done. Some companies are adapting right along with the changes, but many are having difficulties. Coping with today’s stressors on the job requires a different set of strategies and skills, which is why resilience is so important.
Resilience is a person’s ability to bounce back from and grow and thrive during challenge, change, and adversity. It’s not enough to just bounce back; employees today must develop a thicker coat of armor so that future stressors don’t have as much of an impact.
Since having my management practice, I have had the privilege of teaching and training resilience skills to hundreds of professionals. Here are seven key things resilient employees do differently:
1. They develop high-quality connections. One big building block of resilience is connection, but not just any old connection. High-quality relationships are critical to resilience. According to business and psychology professor, Dr. Jane Dutton, there are four distinct pathways for building high-quality connections at work.
The first is respectfully engaging others by communicating supportively and being an effective listener.
Second, facilitate another person’s success with guidance, recognition and support.
Third, build trust, which can be done by relying on another person to follow through on projects and other commitments.
Finally, have moments of play. Play evokes positive emotions and is often associated with creativity and innovation. Work can be a serious place, but so many workplaces take the world far too seriously.
2. They manage stress & avoid burnout. Burning out during the last year of my management practice was my resilience low point. Since then, I’ve made it my mission to educate busy professionals about burnout and how to develop a resilience practice to prevent it. Burnout is a slow erosion and progressive loss of energy and enthusiasm. If I had developed a resilience practice at the outset of my law career, I would have been able to better manage the cynicism, exhaustion, and inefficacy I felt as my career progressed. A critical part of resilience is self-care and recovery, and resilient employees know how they spend their energy each day and they take time to re-fill their tank.
3. They show up as their real selves. Resilience is about being authentic. Resilient employees work in accordance with their values and strengths. I spent so much of my career being “Amarnath the leader;” meaning, I often left the best of who I was at home and acted how I thought a lawyer should act. As I tried to do everything perfectly, my authenticity faded away.
4. They grow their grit. Grit is defined as having the passion and perseverance to pursue your long-term goals. Grit has been shown to predict success in many different avenues, from which salespeople succeed and make the most money to who succeeds. Working on truly challenging goals means you’re going to experience obstacles, and you won’t be able to bounce back from them or get grittier without resilience.
5. They stay inspired. Meaning matters a whole lot at work; in fact, it’s a main source of motivation. Meaning also builds your resilience and your engagement. The most successful and resilient people I have worked with are there for more than a paycheck because they see how their work has value and impact. Losing that motivation, energy and vitality is a recipe for burnout and makes work feel a whole lot more like a chore.
6. They have mental toughness & flexibility. When you experience a stress-producing event at work, what do you think to yourself about that event? Do you see where you have any control, influence, or leverage in the situation, or do you fold? Some people jump to conclusions about a situation while others maintain a flexible and accurate thinking style. Some people catastrophize – they let their worst-case scenario thinking get the best of them and it stops them from taking purposeful action. Resilient employees track their thoughts, emotions, and reactions when they’re under stress in order to notice counterproductive patterns that might be undercutting success.
7. They manage change and setback. I had a 30 minute conversation with my doctor last month about the changes he sees coming in the healthcare industry. He talked about how he and his staff are feeling overwhelmed with the top-down pressure to maintain perfect (literally, no wiggle room) customer satisfaction scores. When resilience becomes a practice, you can better anticipate and manage risk, deal with setbacks more appropriately, and stay engaged during times of challenge.
Creating a practice of resilience has impacted my life in so many wonderful ways. Resilience has helped me become a better version of myself, and I’ve seen that happen over and over again with the many people I have taught and trained. The workplace is experiencing stress and change in ways previously unseen – the time to adopt resilience at work is now.
Executive Takeaways & Long-Term Value Realization
Orchestrating sustainable corporate transformation requires decisive executive leadership capable of harmonizing high-level strategic board mandates with practical operational execution across all core operating divisions. Major enterprise initiatives frequently encounter friction not from technological constraints, but from fragmented departmental communications, misaligned performance incentives, and unaddressed cultural resistance to procedural evolution across business units. By articulating transparent programmatic milestones, unified performance dashboards, and shared ownership structures across departmental boundaries, leadership teams build the organizational clarity necessary to navigate complex modernization initiatives decisively, predictably, and with minimal operational friction.
Achieving enduring commercial leadership in dynamic market environments necessitates treating organizational agility and human capital development as essential core corporate capabilities. Establishing open operational feedback loops, celebrating iterative program successes, and delivering tailored professional development tracks empowers enterprise teams to adapt to market disruptions proactively and confidently across every functional tier. Enterprises that champion methodical execution, continuous innovation, and cross-functional synergy consistently outperform industry peers in operational productivity, employee retention, and overall customer satisfaction across competitive global markets worldwide. This unified cultural discipline ensures organizational stability throughout broad technological modernization journeys. This structured alignment provides the operational stability required for enduring digital maturity.
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