We experience anxiety when our brain is constantly firing and emotionally hijacking our ability to remain calm, think clearly, and act effectively.1 According to the Centers for Disease Control and Prevention’s National Center for Health Statistics, 8 percent of Americans had anxiety disorders in 2019; as of September 2020, that number had jumped to 25 percent.2 Only 1.5 percent of Americans had been infected with COVID-19 as of September 2020,3 so the number of people who are anxious is 17 times the number of people who have caught it.
The solution to this rising anxiety epidemic is to develop our resilience. We define resilience as thriving amidst adversity. Resilience is not “bouncing back,” coping, or stress management. Instead, it is minimizing the need to bounce back.
We develop resilience by practicing specific behaviors that rewire the brain to make resilient behaviors our automatic responses to the constant bombardment of threatening experiences (see the Resilience Behavior Model in the figure below).4 In addition to improving physical and emotional wellness for individuals, developing resilience can result in improved business outcomes for the organization, including better product/service quality5 and higher sales performance.6 Furthermore, developing resilience across the organization can increase hard dollar performance. For example, researchers found that developing resilience skills among the 1,400 physicians of a medical center reduced burnout by 50 percent and produced $25 million in savings.7
To help develop a resilient organization, we provide 12 practical recommendations for leaders and employees as they strive to deliver a more impactful customer experience.
6 Peter Schulman, “Applying Learned Optimism to Increase Sales Productivity,” Journal of Personal Selling & Sales Management 19, no. 1 (October 2013).
7 Tait Shanafelt, Joel Goh, and Christine Sinsky, “The Business Case for Investing in Physician Well-being,” JAMA Internal Medicine 177, no. 12 (2017): 1826–1832.
9 Frederic Flach, Resilience: Discovering a New Strength at Times of Stress (New York: Fawcett Columbine, 1988).
13 Craig Wortmann, What’s Your Story? Using Stories to Ignite Performance and Be More Successful, (Kaplan Business, 2006).
14 Martin E. P. Seligman, Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment (Free Press, 2002).
15 Shane Meeker, StoryMythos: A Movie Guide to Better Business Stories (Speak It to Book, 2018).
17 Rob Corcoran, Trustbuilding: An Honest Conversation on Race, Reconciliation, and Responsibility (Charlottesville, VA: University of Virginia Press, 2017).
20 Flanagan, “Beating Back the Anxiety Pandemic.”
22 Daniel Kahneman, Thinking, Fast and Slow (Farrar, Straus & Giroux, 2011).
23 Ian Mitroff and James Emshoff, “On Strategic Assumption-Making: A Dialectical Approach to Policy and Planning,” Academy of Management Review 4, no. 1 (1979): 1–12.