Resilience: From Survival to Creation at Work

(Originally published in December 2023. Republished for technical reasons.)

Dave sighed as he looked at the project chart.

Lily noticed.

“Something feels tight,” she said. “What’s happening for you?”

Dave shook his head.

“I don’t see how we can change this. We’ve always done it this way.”

Lily paused.

“What might increase your chances of success here?”

Two Ways of Standing in Complexity

Dave is capable. Experienced. Responsible.

But his energy is low.

Change doesn’t feel impossible — it feels risky.

Not because it’s wrong, but because he’s already stretched.

So he protects what’s familiar.

He focuses on getting through.

He conserves.

Survival mode.

Lily is also under pressure.

But she relates to it differently.

She notices her state early.

She stays connected to what matters to her.

She involves others before answers are clear.

She doesn’t deny difficulty.

But she doesn’t brace against it either.

This is the difference between enduring work

and creating inside it.

Resilience Is Not Endurance

Resilience is often mistaken for toughness.

Pushing through. Holding on. Doing more.

In reality, resilience is what allows movement

without breaking.

In my work with leaders and organisations, I see this pattern clearly:

When people are depleted, thinking narrows.

Protection comes first.

When people are resourced, options appear.

Choice returns.

Creation becomes possible.

How Resilience Is Experienced (Not Explained)

In my leadership and coaching work, I often draw on the Workplace Resilience & Wellbeing (WRAW®) model developed by The Wellbeing Project (UK).

As a certified WRAW practitioner, I value this model because it keeps resilience practical, lived, and grounded. It allows me to notice how resilience shows up — or doesn’t — in everyday leadership life.

Here’s what that looks like.

Energy

When energy is low, everything feels heavier than it needs to be.

Small issues irritate.

Thinking gets shorter.

Creativity is the first thing to go.

When energy is supported — through rest, boundaries, recovery — leaders often describe a simple shift:

“I can think again.”

Future Focus

Without future focus, leaders feel trapped in reaction.

Pulled by urgency.

Pushed by fear.

Decisions feel imposed rather than chosen.

With future focus, there’s a sense of agency again.

Today’s actions connect to something that matters.

The horizon comes back into view.

Inner Drive

When inner drive is low, effort is carried by pressure and harsh self-talk.

“You should.”

“You must.”

“You can’t afford to stop.”

When inner drive is present, effort is still there — but it’s cleaner.

Leaders stay engaged not because they’re forcing themselves, but because they trust their purpose and capacity.

Flexible Thinking

Low flexibility sounds like:

“There’s only one way.”

“This won’t work.”

“We’ve tried everything.”

With flexibility, leaders don’t lose direction — they gain options.

They respond instead of react.

They adapt without betraying their values.

Stable Relationships

When relationships don’t feel safe, people hold back.

They comply.

They protect themselves.

When trust is present, disagreement becomes possible without damage.

Challenge doesn’t threaten belonging.

Innovation doesn’t require heroics.

When these conditions are in place, people don’t just cope.

They create.

Survival vs. Creation

Dave isn’t failing.

He’s conserving.

Lily isn’t fearless.

She’s resourced.

One is protecting what exists.

The other is shaping what’s possible.

Neither is wrong.

But only one creates movement.

Questions for Reflection

If you’re a leader:

• Where am I bracing instead of engaging?

• What am I protecting — and at what cost?

• What would shift if I supported my capacity before pushing for answers?

If you’re a coach:

• Where is the client conserving energy rather than lacking motivation?

• What happens if resilience is supported before insight is pursued?

• What changes when we resource before we reframe?

A Final Thought

Resilience isn’t about toughness.

It’s about capacity.

When leaders and teams move out of survival mode, creativity doesn’t need to be forced.

It appears naturally.

That’s when work stops being something we endure and becomes something we actively shape.