Why resilience is a leadership imperative in a disrupted economy

In today’s world of work, change isn’t a phase – it’s a near-constant in the landscape we operate in. Over the past decade alone, we’ve seen the uncertainty of Brexit, a global pandemic, war in Ukraine and the Middle East, economic instability and major political shifts. The pace of disruption in recent years has been unrelenting and, in one way or another, has touched each of our lives. Crucially, however, what we mustn’t forget is that this all comes on top of the individual experiences of change people have to manage in their day-to-day lives, like career moves, health concerns, financial pressures, personal loss. For many, it can be overwhelming.

The workplace is often where personal, professional and external stressors converge. While disruption planning may focus rightly on strategy and transformation, the emotional toll of ongoing uncertainty on employees is not always addressed with the same urgency.

As HR professionals and people leaders, we have a duty to prepare our people for this new reality; helping them to become more dynamic, agile and resilient in the face of change. This can’t just be about process, but rather a holistic approach that creates safe, human-centred environments where people can navigate change with confidence, clarity and support.

Reframing resilience

Too often, resilience is mistaken for grit, willpower and the ability to simply power through difficult times. But the truth is, unrelenting pressure without proper support doesn’t build resilience. It chips away at wellbeing and performance.

Instead, we need to reframe what resilience really means. At its core, resilience is about staying grounded. It’s about recognising what we can control, and learning to respond – not react – to what we can’t. It’s also about knowing when to ask for help and how to support others in doing the same.

This starts with awareness. We know that uncertainty breeds anxiety, inaction or fear of failure. Helping people to recognise those patterns and shift their focus back to what is within their influence can be powerful. It’s not always about solving a problem – sometimes it’s just about staying steady through it.

Equipping line managers for change

Line managers are often the first point of contact during disruption. They’re expected to interpret messaging, field questions, manage emotional responses and maintain performance – all while experiencing the same uncertainty themselves.

Yet in many organisations, we still promote people into management roles based on technical ability, not emotional readiness. We also don’t always provide the tools they need to lead well in today’s environment, namely; empathy, active listening, managing difficult conversations and boundary-setting.

If we want compassionate, effective leadership, we need to invest in these skills as non-negotiables – not nice-to-haves. That includes helping managers understand their role in creating psychological safety for colleagues – spaces where people feel heard, where concerns aren’t dismissed, and where vulnerability is met with support, not silence.

Culture as a safety net

Resilience isn’t just an individual trait, however, and as much emphasis should be put on developing a supportive environment for colleagues at a structural level. This is why company culture matters. 

At Henry Boot, for instance, our approach to culture has always been people-first. It’s an ethos we’ve built for nearly 140 years, and one that continues to evolve as the world changes. Recognising the unique challenges in our sector – including the higher prevalence of mental ill-health in construction – we’ve taken active steps to provide meaningful, accessible support for our people.

Through our Health & Wellbeing working group, we’ve created a space to listen, understand and respond to the lived experiences of colleagues across the business. We’ve partnered with organisations like Finwell to offer financial wellbeing advice and with the Lighthouse Charity to support colleagues’ mental health, because we recognise that resilience is built holistically, not in isolation.

Embedding resilience into leadership isn’t just about weathering the next crisis. It’s about future-proofing your business by building a workforce that is emotionally agile, confident in their ability to adapt, and supported to do their best work throughout uncertain times.

If we want to retain talent, foster innovation, and build sustainable organisations, resilience must be seen as a core leadership capability. And the time to embed it is not when change arrives, but long before it.