The Misguided Call for More Resilience
The concept of resilience has been widely touted as a solution for navigating challenges in the modern workplace. In employee interviews and focus groups, it's clear that resilience – the ability to bounce back from setbacks, adapt to change, and persevere in the face of adversity – is a quality that most employees possess. Those who exhibit resilience can handle stress more effectively and maintain productivity under pressure. However, there's a growing need to reframe this conversation based on employee feedback. The persistent narrative that employees must continually bolster their resilience can mask a more pressing issue raised by employees: the imposition of unrealistic expectations by employers. These unsustainable demands often require an excessive level of resilience from staff, which leaders must recognize as a potential symptom of an unhealthy work environment rather than a cure-all.
Recognizing the Root Cause
Employers must ask themselves whether they are cultivating a culture that genuinely supports their workforce or one that pushes employees to their limits under the guise of promoting resilience. It is essential to distinguish between encouraging resilience as a means of personal and professional growth and exploiting resilience to compensate for a lack of reasonable work-life boundaries and support mechanisms. When employers focus predominantly on building resilience, they may inadvertently overlook systemic barriers and biases that can strain certain groups' ability to cope. The core issue often lies not with employees' lack of resilience but with the unrealistic expectations placed upon them. Expecting all employees to continually manage excessive workloads, respond to communications outside of work hours, and remain engaged and innovative without adequate support or compensation is unsustainable and detrimental to mental and physical health. This can lead to burnout, decreased productivity, and high turnover.
The Disproportionate Impact on Marginalized Groups
Marginalized groups, including women, racial and ethnic minorities, LGBTQ2S+ individuals, and those with disabilities, often face additional barriers and expectations that can strain their resilience. They may be tasked with extra emotional labour, such as educating colleagues, serving on diversity committees, or navigating microaggressions and bias. These demands, coupled with existing systemic inequities and societal pressures, can create an unsustainable burden, even for the most resilient individuals. Furthermore, marginalized employees may feel pressure to exhibit heightened resilience to counteract negative stereotypes or prove their worth in the workplace. This expectation can perpetuate a cycle of overwork, burnout, and attrition, ultimately undermining an organization's diversity and inclusion efforts.
Rethinking Resilience: A Call to Employers
To truly rethink the approach to resilience in the workplace, employers must take concrete steps to evaluate and reshape their practices.
Evaluate and Adjust Expectations through an Inclusive Lens
Begin by critically assessing the demands placed on employees, ensuring they are realistic, and consider the resources, support, and unique circumstances of all employee groups. Involve employees from various backgrounds to gain insights into their experiences. Regularly review workloads, deadlines, and performance metrics to ensure they align with sustainable practices and do not disproportionately impact specific groups.
Foster an Equitable and Supportive Environment
Develop an environment that genuinely supports employee wellbeing and promotes equity by including comprehensive mental health resources, employee assistance programs, flexible work arrangements, and work-life balance policies and practices. Encourage open discussions about stress, burnout, workloads, and systemic barriers, providing tailored resources for coping and self-care.
Invest in Employee Development
Support employees not just in developing resilience but in all areas of their professional growth. This investment shows that you value them beyond their immediate output and are committed to their long-term success. Offer training, mentorship programs, and opportunities for career advancement that are accessible and tailored to the needs of all employee groups. Encourage employees to develop new skills and explore their interests, fostering a sense of purpose and engagement.
Lead by Example and Promote Allyship
As leaders, embodying the behaviours you wish to cultivate in your organization is crucial. Model work-life balance, prioritize self-care, and foster an environment where employees feel empowered to set boundaries without repercussions. Celebrate and recognize those who maintain healthy balances rather than rewarding excessive sacrifice. Part of being an ally is using your voice and influence to advocate for equitable practices that enable all employees to thrive, especially those from marginalized groups who may face greater challenges in getting their boundaries and needs respected. Actively address systemic barriers, biases, and power dynamics that can strain the resilience of underrepresented employees.
Fostering Sustainable Resilience
It's time to reframe resilience from a personal buffer against excessive pressures to an indicator of potential organizational issues. The goal should be cultivating environments where extraordinary resilience is the exception through adequate support, reasonable workloads, and a culture prioritizing sustainable performance over unrealistic demands. Moreover, we must tailor efforts to our workforce's diverse experiences, as certain groups face additional resilience-taxing burdens. Ultimately, true resilience stems from empowering, not overtaxing, our people. Achieving this balance extends benefits beyond individuals, bolstering our collective ability to innovate, adapt, and thrive long-term—an ongoing yet vital journey.
