You might associate workplace resilience with senior staff who have more responsibility, but employees at every level can benefit from becoming more resilient at work. In this post, we explore helpful ways to build resilience, reasons resilience is important, and the benefits of having a more resilient workforce.
When we talk about having resilience at work, we’re generally speaking about the ability to overcome workplace challenges, remain calm and practical in the face of adversity, and learn from difficulties, so that we can overcome tough situations in future.
In the CIPD’s guide to employee resilience, they note that while some people are naturally more resilient than others, it’s not just down to the individual to ‘be resilient’. They stress that the work environment, colleagues, and attitude of people managers and HR professionals have a great impact on how resilient staff become.
Resilience is an essential workplace skill because it improves employee morale and wellbeing, prevents challenges from stunting progress, and builds team strength. These things make it easier to achieve shared goals.
If half a team is resilient and the rest struggle to cope, things can quickly become unmanageable. This is because when challenges arise, the more resilient members of the team can end up stepping up and taking on more work than they can manage. As a result, they may experience burnout or stress. If everyone has a basic level of resilience, things become fairer, and all employees can support one another.
So, what makes a team resilient? Here are some telltale signs:
They set boundaries. Research shows us that employees who maintain clear boundaries experience lower levels of role conflict and emotional exhaustion. Being a resilient employee doesn’t just mean saying ‘yes’ to everything. It means understanding your limits and responsibilities and turning things down that don’t align with your capacity, priorities, or wellbeing. Resilient teams and their managers know that overcommitment leads to burnout, not brilliance.
They feel confident in their work. A big part of becoming resilient is feeling confident about your capabilities. When employees suffer from chronic self-doubt and self-limiting beliefs, challenges can feel impossible to overcome. Yet, when staff feel confident, they’re much more likely to use language like ‘let’s try our best’ or ‘we can do this’, because they truly believe they have the skills to overcome difficulties.
They take proactive steps to manage stress. Managing stress both inside and outside of the workplace is a huge part of workplace resilience. If a group of employees feels calm and in control, they’re far more likely to tackle difficulties or adapt to change in a sensible, clearheaded way. When everyone’s stressed, every new challenge or unforeseen event can heighten that stress and make it harder to manage.
They’re optimistic. Positivity plays a huge part, too. In group settings, negativity can fuel more negativity, which can end up bringing everyone down and making staff believe that there’s no point in trying to be resilient. In a positive team led by a positive leader, staff feel inspired and enthused about overcoming challenges, which greatly improves the chances of a positive outcome.
They adopt a ‘stoic’ or ‘acceptance’ mentality. Resilient staff recognise that life can be full of challenges and that resisting those challenges often creates more tension than facing them head-on. Instead of spiralling into frustration or blame when things go wrong, they accept what’s happened, regroup, and focus on what can be done next. It’s not about being emotionless. It’s about staying grounded and choosing a response that’s calm, constructive, and forward-looking.
They support one another. Resilient teams don’t become resilient by forgetting about everyone else. They check in with each other, offer help without being asked, and share the emotional load. Whether it’s a quick message of encouragement or stepping in during a tough moment, they know that resilience grows stronger when it’s collective.
According to research, young adults aged between 18–25 experience the lowest levels of well-being and resilience compared to those in other age brackets. To make sure both younger and older employees in the workplace can benefit from becoming resilient, focus on prioritising the following:
If staff don’t trust managers/colleagues or there’s no one to turn to for support, the team dynamic suffers, communication breaks down, and people are much more likely to work against each other than with one another. If you’re a team leader or manager, make it a priority to build psychological safety by encouraging staff to speak up, ask for help, and admit when they’re struggling. When trust and support are strong, teams are more likely to pull together in tough times rather than fall apart.
Optimism isn’t about pretending everything’s fine when it’s not. It’s about believing that solutions exist and that the team has what it takes to find them. When paired with accountability, optimism becomes even more powerful. Rather than just ‘hoping for the best’, resilient teams take ownership of their actions and outcomes. Promoting this understanding means that if something goes wrong, staff can reflect on what happened without pointing fingers, then learn from it and move forward.
A big part of resilience is accepting reality. That means acknowledging challenges for what they are and responding with clear, rational thinking. In high-pressure moments, it’s easy for emotions to cloud judgement, but resilient teams pause, assess the situation objectively, and make decisions based on logic rather than panic. As a leader, you can model this by staying calm during setbacks and encouraging your team to focus on facts, not fears. This kind of clear thinking helps teams to think rationally and take practical action.
Finally, you can’t build resilience without taking care of mental health. Resilient teams are made up of people who prioritise their wellbeing and work in environments that support them in doing so. That means creating space for rest, encouraging breaks, normalising conversations about mental health, and ensuring workloads are manageable. If employees are burnt out or running on empty, resilience becomes impossible. As a manager or colleague, check in regularly. When mental health is managed proactively, teams are better equipped to handle whatever comes their way.
So, how can teams benefit from becoming more resilient? Let’s take a quick look:
Increased Happiness: Resilient employees tend to experience better job satisfaction because they feel more in control of their work and less overwhelmed by setbacks. When challenges arise, they’re able to tackle them without spiralling into stress or negativity, which makes the day-to-day experience of work much more enjoyable.
Better Productivity: When staff accept a little adversity or normalise change, they’re able to quickly adapt and get on with tasks without freezing or feeling overly stressed. Instead of losing momentum when things don’t go to plan, resilient teams refocus and keep moving forward, which means deadlines are met and projects stay on track.
Improved Staff Retention: When staff realise their potential and become more resilient, they’re less likely to leave at the first sign of difficulty. They feel capable of handling challenges and supported by their team, which builds loyalty and reduces turnover. This saves organisations time and money on recruitment while maintaining continuity and team cohesion.
More Opportunities for Growth: Resilience opens doors, not just for the team but also for individuals wanting to develop in their careers and take on responsibility. When employees feel confident navigating challenges, they’re more willing to step up, try new things, and push themselves outside their comfort zone. This benefits both personal development and the wider success of the organisation.
Looking to build a truly resilient team? Be sure to check out our blogs on teamwork and workplace motivation to find more tips that’ll help teams stay strong through any challenge
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