The organizational dimension – covering agility, talent access, workforce churn and role clarity – is crucial for resilience, but remains the dimension where companies feel least prepared, despite moderate prioritization. This gap underscores the need to strengthen resilience leadership within organizations. Resilience leadership involves guiding teams through uncertainty with adaptability, foresight and a focus on sustainable growth. In the organizational dimension, resilience leadership can support a culture that embraces change, promotes continuous learning and empowers employees. This, in turn, enhances cohesion, reduces turnover and enables agile responses to market shifts, reinforcing long-term stability and growth. Cultivating organizational resilience has been increasingly challenging due to recent technological and workforce disruptions. By 2030, over 30% of EU workers will need to upskill or reskill due to automation, while evolving societal expectations – especially among Gen Z – are creating a mismatch in workplace priorities. Additionally, lingering effects of the pandemic have led to widespread burnout, with a McKinsey survey showing that one in four employees globally reported burnout symptoms in 2022.13 Lack of resilience leadership in the organizational dimension can be identified through key symptoms across four levels: board, company, team and individual. Board-level symptoms At the board level, decision-making is often delayed due to prolonged discussions and overly cautious approaches, reducing agility in responses to emerging challenges. This problem is compounded by limited foresight, insufficient proactive risk monitoring and inadequate focus on talent and succession planning, which undermines leadership stability during transitions.14,15 Company-level symptoms At the company level, innovation and creative thinking are hindered by ambiguity in strategy and roles, escalating employee dissatisfaction and burnout, stalled transformation efforts (due to fatigue and resistance), and slow, bureaucratic decision-making processes. Team-level symptoms At the team level, segregated formation, interpersonal tensions and ineffective debates weaken cohesion, while an excessive focus on tasks stifles collective learning. Feelings of being unvalued or unsafe due to unfair treatment and non-inclusive practices further erode team morale and productivity. Individual-level symptoms Individually, employees are experiencing depleted personal energy and focus, leading to feelings of overwhelm, fatigue and burnout. More frequent reactive tendencies, such as control, protection and conformity, coupled with fixed mindsets (e.g. scarcity, victim mentality, win/lose scenarios), limit the capacity for inspiration and creativity. 2.4 Building resilience leadership within the organizational dimension 14 Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World

Resilience Pulse Check 2025