Building Resilience in Uncertain Times
Lessons from the Master Class Series
By Diana Kübler
Growing up with a dad who was an eternal optimist and a mom who was a realist left me somewhere in the middle. To me, the word resilient was best embodied by the pesky dandelions that kept growing back through the cracks in our driveway despite my best efforts to remove them. Rather than getting frustrated, I saw it as a challenge to overcome — and a rewarding one at that, since I earned a penny for every weed I pulled.
As an adult, resilience took on a much deeper meaning. Moving to a new country meant learning a new language, adapting to a different culture, and rebuilding a sense of familiarity from scratch. Yet even during uncertain moments, I still believed that everything was possible.
Then came the pandemic — a period when all of us discovered new forms of resilience. I remember taking long walks early each morning simply to get outside and move. Watching the sunrise became a daily reminder that no matter what uncertainty the day might bring, there was comfort in knowing each morning would still begin the same way.
For much of my life, I leaned more toward optimism than realism. Making contingency plans always felt unnecessary — almost pessimistic. Looking on the bright side was far more appealing. But adulthood and leadership have taught me something important: optimism without preparation is not sustainable.
Today, we live in a world where disruption is no longer the exception; it is the norm. From regional conflicts and political upheaval to extreme weather and rapid technological shifts, organizations and individuals alike are being tested in new ways. The question is no longer if disruption will happen, but how prepared we are when it does.
This was the focus of a recent Master Class we hosted with Robert Durnford, who shared how his 20-year journey from the British Army to the corporate sector shaped his approach to managing chaos and building resilient organizations.
One of the most compelling takeaways was that resilience is no longer simply about survival; it is a competitive advantage.
Robert defines resilience as the ability to survive impact events — from small power outages to major natural disasters — and return to normal operations quickly. But the strongest organizations do more than recover; they adapt and emerge stronger. If your business can resume operations faster than competitors, you gain a significant edge. Equally important is how leaders behave during difficult moments. In times of crisis, values are no longer statements on a wall — they become visible through decisions and actions.
Robert described resilience as a continuous cycle built around three key pillars: prepare, respond, and learn.
Preparation, he emphasized, need not be complicated. Even spending 10 minutes during a monthly team meeting discussing a hypothetical “what if” scenario can strengthen the mental muscles needed in a real crisis. The goal is not perfection but readiness.
When disruption does occur, preparation allows teams to respond more effectively and calmly. One insight that stood out to me was his emphasis on compassion in leadership. Every individual experiences a crisis differently. Whether someone loses a tram ticket on the way to work or is grieving the loss of a loved one, if it affects their ability to function at their best, it matters. Strong leaders recognize this and respond with empathy rather than judgment.
The final stage — and often the most overlooked — is learning. Many organizations breathe a sigh of relief once a crisis passes and immediately return to business as usual. Disciplined leaders do the opposite. They document decisions, conduct debriefs, and identify lessons that can strengthen future responses. Resilience is not built during the crisis itself; it is built afterward through reflection and adaptation.
Another powerful point from the discussion was the danger of “doing nothing.” During moments of uncertainty, some leaders avoid communication because they fear creating panic or opening a “can of worms.” Yet silence often creates more instability than honesty.
In a world driven by 24/7 media and constant information flow, if organizations fail to communicate, others will fill the gap. Robert stressed the importance of the “holding statement” — acknowledging uncertainty without pretending to have all the answers. Saying, “We don’t know yet, but we are working through this together,” creates far more trust than silence ever could.
Perhaps the most important lesson, however, was about personal resilience.
“You are only good at the rest of this stuff if your personal resilience is good,” Robert explained. Physical and mental well-being are the controllables that give us the capacity to manage the uncontrollables.
The basics matter more than we often admit. Consistent sleep, exercise, hydration, and recovery are not luxuries; they are leadership tools. Burnout and poor decision-making often begin long before the crisis itself.
Leaders also set the emotional tone for their organizations. Leadership is distinct from management. When a senior leader says, “I’m leaving at 14:00 to watch my daughter’s football game — only call me if it truly cannot wait,” they give permission for others to maintain healthy boundaries, too. In doing so, they create sustainable rather than performative cultures.
As we navigate 2026 and beyond, disruption is inevitable. But resilience is not about avoiding storms altogether. It is about preparing while the sun is shining, responding with authenticity and compassion when challenges arise, and learning enough afterward to emerge stronger than before.
Maybe resilience really is a little like those dandelions in the driveway after all — persistent, adaptable, and impossible to keep down for long.
1 – Use Resilience as Competitive Advantage
Robert defines resilience as the ability to survive impact events—ranging from minor power outages to major natural disasters—and return to normal operations rapidly.
However, the best organizations do more than recover; they thrive.
- The “Bounce” Factor: If you can resume operations faster than your competitors, you gain a market edge.
- Values-Led Decisions: During a crisis, how you behave defines your brand.
2 – Build the three Pillars
To manage disruption, Robert suggests a simple three-part mission statement: Reduce the impact of disruptive events. This is achieved through a continuous cycle:
- Prepare: Invest time in practicing scenarios before they happen. Even 10 minutes in a monthly team meeting to discuss a “what if” scenario can build the necessary mental muscle.
- Respond: If you have prepared well, the response follows more naturally. A key tip for leaders: Approach every individual’s crisis with compassion. Whether someone lost their tram ticket or is grieving the loss of a loved one, if it keeps them from performing at their best, it is a critical issue that deserves grace.
- Learn: Organizations often breathe a sigh of relief after a crisis and go back to business as usual. Disciplined leaders document a “decision log,” and conduct debriefs to feed lessons back into the next preparation phase.
3 – Face the Discomfort
One of the most insightful moments of the workshop addressed “leader paralysis.” When a crisis hits, some leaders want to keep the “can of worms” closed to avoid chaos.
Doing nothing is the most dangerous path.
- Fill the Information Gap: In a world of 24/7 media, if you don’t provide a narrative, someone else will fill that void for you.
- The Power of the “Holding Statement”: You don’t need all the answers. Being vulnerable and saying, “I don’t know yet, but we are working through this together,” provides more stability than silence.
4 – Practice Personal Resilience and Compassion
“You are only good at the rest of this stuff if your personal resilience is good,” says Robert.
He emphasized that physical and mental health are the “controllables” that give you the capacity to handle the “uncontrollables”.
- The Basics Matter: Consistency trumps volume. Regular sleep, exercise, and hydration are “superpowers” that prevent burnout and poor decision-making.
- Set the Tone: Leadership is distinct from management. When a senior leader tells their team, “I’m leaving at 14:00 to watch my daughter’s football game; only call me if it truly cannot wait,” they give the entire organization permission to maintain their own boundaries and resilience.
As we navigate 2026 and beyond, impact events are unavoidable. By preparing while the sun is shining and leading with authenticity and compassion when the storm hits, we can ensure our teams don’t just endure, they emerge stronger.
If you want to build your leadership skills with us in 2026, join Global Rockstars 2026/2027 by 31 July 2026. Sign up here: https://rockme.app/
Resources
🎥 YouTube: https://youtu.be/19KbKprkjr8
📝 Blog Post: https://globalpeopletransitions.com/red-couch-talk-robert-durnford/
First Things First
Circle of Influence
Worksheet 287_Circle of Influence
The May Growth Mindset Challenge
Handout 365 Our May Growth Mindset Challenge against Homeostasis 2026
One-Pager Security for International Business Travelers Checklist
Checklist 109: Security for International Business Travelers Checklist
Resources on Global Mobility
Connolly, J., Weinberger, A. (2026), “Global Mobility: The Taxation and Management of Internationally Mobile Employees.” https://www.claritaxbooks.com/
Handout 146_Digital Media Literacy
About the Author
Diana Kübler
Diana Kuebler, Client Experience Director and Personal Branding Expert. With a background in advertising and communications, she has spent the last 15 years in Zurich helping individuals and organizations communicate their unique value. She specializes in personal branding and brand essence packages, guiding clients to clarify their purpose, define their message, and present themselves authentically to stand out in their careers. Her approach combines strategic insight with creativity, helping people translate their professional experience into a compelling personal brand. Diana is up to speed on digital marketing trends, search engine optimization, and helps our clients with their resumes and LinkedIn profiles. She also hosts and organizes our Global People Club events and community.
