Resilience – The Power to Overcome Challenges
Although the term “resilience” in English does not have an exact equivalent in Turkish, I believe that it can be adequately explained in the context of how Turkish citizens face challenges. Whether through their ability to continue living by lowering their standards, their skill in finding clever solutions in times of hardship, or their tendency to become aggressive and fight back when cornered, they often manage to overcome difficult situations. This ability to overcome adversity can be considered as resilience, or the power to conquer challenges. Of course, the root cause of most difficulties we face is often lack of planning, which also reflects in how we respond to and resolve these challenges.
Dean Becker, President and CEO of Adaptive Learning Systems, which provides resilience training, once said: “The level of resilience will determine who succeeds and who fails—more than education, experience, or hard work. This is true in a cancer ward, in the Olympics, and in a boardroom meeting!” Research dating back to Norman Garmezy’s studies in the 1960s has shown that factors such as the ability to find dark humor in adversity, the ability to form connections with others, the ability to convince and guide others to help, and even inherited traits like athleticism form the foundation of resilience. More importantly, it has been discovered that resilience can be learned.
In her 2002 article How Resilience Works, Diane L. Coutu discusses research revealing that resilient individuals possess three key traits:
- Unquestionable acceptance of reality
- A deep belief in the meaningfulness of life, supported by strongly held values
- The ability to make do with what is available
Unquestionable Acceptance of Reality
The first observation is that, contrary to common belief, optimism is not a fundamental element of resilience. In fact, optimism can distort one’s sense of reality. The response of a Vietnamese officer, who had been tortured as a prisoner of war, when asked “Who didn’t survive in the prisoner camps?” was, “The optimists! They believed they’d be freed at Christmas, then at Easter, then Thanksgiving, then again at Christmas…” This illustrates that accepting reality first and foremost—whether good or bad—is critical. It is far more important to have a plan in place and act upon it, whether it is a pre-existing one or a new strategy you have developed. The first question we should ask ourselves is, “Do I understand and accept the reality of the situation?” or, “Does everyone in the organization understand and accept the reality of the situation?”
During the 9/11 attacks, employees of Morgan Stanley, led by a Vietnam War veteran, conducted their emergency drills seriously, evacuating the building as planned and rehearsed, losing only a handful of staff members. Unfortunately, in many of our country’s leading institutions today, risk scenarios and crisis plans are still viewed in the context of “Things will work themselves out.” And the outcomes are often rationalized as being just a matter of fate.
Meaning, Mission Understanding
While many people exhibit a victim mentality when faced with challenges—raising their hands in helplessness or closing their eyes in despair—resilient individuals strive to learn from the new circumstances. They plan for their personal growth or redefine their mission for themselves and those around them. Instead of asking, “Why me?”, they ask, “Why not me? I can overcome this!” They chart a path (strategy) from the present difficulty toward their long-term vision, building a bridge to their goals. Their purpose (mission) and unwavering values sustain them, providing the strength to overcome adversity.
The Ability to Make Do with What is Available
Psychologists describe the ability to make do with what is available as “bricolage”—the skill of creating a solution to a problem using whatever materials or tools are at hand, even if they aren’t ideal or obviously appropriate. Diane L. Coutu uses the example of prisoners in concentration camps who secretly collected wire, metal scraps, or other materials to either craft escape plans or repair tools.
When people or companies find themselves in tough situations, those who can innovate, adapt, and make the best use of their limited resources can become architects of their own salvation or rebirth. External circumstances have always been challenging and will continue to be so. However, individuals and organizations that learn to be resilient, accept reality, hold fast to their values, and effectively use the resources at their disposal can move toward new goals. It is essential for leaders to not only increase their own resilience but also enhance the resilience of their organizations and employees. In times of hardship, planning for recovery and risk management is key to bouncing back from difficult situations.
An example of resilience can be seen in UPS’s response after a hurricane in 1992, when they began delivering packages to temporary shelters and cars, even in the aftermath of widespread damage. Similarly, after the 1999 Izmit earthquake in Turkey, the country’s largest LPG company quickly began servicing consumers who had sought shelter in tents, mountains, and villages, providing help in the aftermath of the earthquake and subsequent aftershocks and refinery fires. This was not just a commercial success; it was a clear demonstration of resilience and a deep awareness of a mission framed by values.
In conclusion, resilience is not just about overcoming adversity—it’s about finding strength in the face of challenge, learning from difficult experiences, and continuing to move forward with purpose. Whether for individuals, organizations, or entire societies, developing resilience is a crucial capability for navigating the complexities of life.