Resilience is not a fixed trait. It’s a skill that can be developed with intention, and in the workplace, it can be the difference between an organization that weathers disruption and one that struggles to recover.
That’s one of the messages from Sun Life’s Resilient Organization report, which examines how employers can create environments that strengthen their workforce’s capacity to adapt, recover and thrive.
“Organizational resilience is about more than surviving difficult times,” said Carmen Bellows, Sun Life’s director of mental health. “It’s about building the systems, relationships and habits that allow both individuals and the organization to emerge stronger.”
Defining organizational versus individual resilience
While resilience is often discussed at the personal level, Bellows said there are important distinctions when applying it to organizations.
An organization, she explained, is a group of individuals in relationship with one another, sharing a common identity and purpose. For it to be sustainable, it must invest in its members’ well-being and capacity.
“That means fostering group cohesion, creating opportunities for people to interact, and capitalizing on the unique strengths of each person — what we call the organization’s ‘wisdom bank,’” Bellows said.
Many principles overlap with individual resilience, such as adaptability, optimism and resourcefulness, but are expressed collectively. The “sum is greater than the parts,” she said, and resilience at the organizational level requires a deliberate focus on people.
Resilience as a muscle
Sun Life’s report describes resilience as a “muscle” that can be strengthened over time. At the individual level, that involves practices such as reframing challenges, maintaining a sense of purpose, and accessing supports when needed.
“Resilient people don’t ignore difficulties — they see them as challenges they can work through,” Bellows said. “They understand their limits, practise gratitude, and infuse ordinary events with meaning.”
These skills take practice, and are supported by goal-directed coping strategies, openness to help, and a realistic view of personal strengths and constraints, she said.
Five attributes that build resilience
The report identifies five attributes that underpin resilience — all of which employers can support through policies and culture:
- Social connections: Strong relationships reduce isolation and improve collaboration. Employers can encourage this through team-building, mentorship and community engagement.
- Purpose: Having meaning in work, and a sense of contributing to something bigger, sustains motivation. Career planning, skills training and clear goal setting help reinforce purpose.
- Health and wellness: Promoting healthy habits such as regular movement, adequate sleep and balanced nutrition can mitigate the effects of stress. Access to benefits and wellness programs is key.
- Healthy thoughts: The ability to challenge and reframe negative thinking builds problem-solving capacity. Employers can offer coaching, online cognitive behavioural therapy, and mindfulness programs.
- Seeking help: Normalizing the use of resources reinforces that asking for assistance is a sign of strength, not weakness. Manager training can help facilitate this culture.
“These aren’t abstract ideas. They can be woven into everyday work life,” Bellows said. “And when they are, resilience becomes part of the organizational DNA.”
Policies and practices that make a difference
Bellows points to specific organizational actions that can strengthen resilience:
- Embedding psychological health and safety into strategy, even if all 13 factors outlined in national guidelines can’t be addressed at once.
- Maintaining clear, direct communication, especially in times of uncertainty, to reduce speculation and “whisper campaigns.”
- Creating structures for collaboration and cross-training to build adaptability.
- Ensuring individual growth opportunities are a priority alongside operational demands.
- Inviting employee participation in decision-making and acting on feedback.
Organizations that make mental health and well-being visible priorities, and back them with tangible action, are more likely to sustain high performance under pressure.
Measuring resilience over time
Assessing organizational resilience requires defining what it means for that specific workplace, setting metrics, and collecting both quantitative and qualitative data.
Bellows said business targets should be realistic and reflect the complexity of the environment.
“Numbers matter, but so does the context behind them,” she said. Surveys, retention data, feedback from exit interviews, and engagement scores all offer pieces of the picture.
Consistent review and adjustment are essential, she said. “Resilience isn’t something you measure once and walk away from — it’s a continuous process.”
From reactive to proactive
Many organizations still approach mental health and resilience reactively, intervening only when problems become visible. Bellows said shifting to a proactive stance requires reframing difficult situations as opportunities for growth, reinforcing commitment to key priorities, and setting boundaries to prevent overload.
“It’s not always about doing more with less,” she said. “It’s about being more effective with what you have, taking care of basic needs so you have the capacity to face challenges.”
Self-awareness, clear communication, and collaboration are essential for this shift, as is letting go of things outside the organization’s control.
The leadership role
While managers play a direct role in supporting team resilience, senior leaders shape the culture that makes it possible. Bellows said executives set the tone by modelling healthy work habits, communicating transparently, and prioritizing well-being alongside performance metrics.
“When leaders value resilience and demonstrate it themselves, it sends a powerful message,” she said. “It shows that the organization’s commitment to its people is real.”
Why it matters now
The current environment — marked by economic volatility, shifting labour markets, and evolving workplace expectations — makes resilience more critical than ever, Bellows said.
Organizations that embed resilience-building into daily operations are better positioned to adapt to change without sacrificing performance or employee health. “Resilience isn’t about avoiding hard times,” she said. “It’s about having the capacity to navigate them — and come out stronger.”
