The Dark Side of Resilience
Resilience, defined as the psychological capacity to adapt to stressful circumstances and to bounce back from adverse events, is a highly sought-after personality trait in the modern workplace. As Sheryl Sandberg and Adam Grant argue in their recent book, we can think of resilience as a sort of muscle that contracts during good times and expands during bad times.
In that sense, the best way to develop resilience is through hardship, which various philosophers have pointed out through the years: Seneca noted that “difficulties strengthen the mind, as labor does the body” and Nietzsche famously stated “that which does not kill us, makes us stronger.” In a similar vein, the United States Marine Corps uses the “pain is just weakness leaving the body” mantra as part of their hardcore training program.
But could too much resilience be a bad thing, just like too much muscle mass can be a bad thing — i.e., putting a strain on the heart? Large-scale scientific studies suggest that even adaptive competencies become maladaptive if taken to the extreme. As Rob Kaiser’s research on leadership versatility indicates, overused strengths become weaknesses. In line, it is easy to conceive of situations in which individuals could be too resilient for their own sake.
For example, extreme resilience could drive people to become overly persistent with unattainable goals. Although we tend to celebrate individuals who aim high or dream big, it is usually more effective to adjust one’s goals to more achievable levels, which means giving up on others. Indeed, scientific reviews show that most people waste an enormous amount of time persisting with unrealistic goals, a phenomenon called the “false hope syndrome.” Even when past behaviors clearly suggest that goals are unlikely to be attained, overconfidence and an unfounded degree of optimism can lead to people wasting energy on pointless tasks.
Along the same line, too much resilience could make people overly tolerant of adversity. At work, this can translate into putting up with boring or demoralizing jobs — and particularly bad bosses — for longer than needed. In America, 75% of employees consider their direct line manager the worst part of their job, and 65% would take a pay cut if they could replace their boss with someone else. Yet there is no indication that people actually act on these attitudes, with job tenure remaining stable over the years despite ubiquitous access to career opportunities and the rise of passive recruitment introduced by the digital revolution. Whereas in the realm of dating, technology has made it easier for people to meet someone and begin a new relationship, in the world of work people seemed resigned to their bleak state of affairs. Perhaps if they were less resilient, they would be more likely to improve their job circumstances, as many individuals do when they decide to ditch traditional employment to work for themselves. However, people are much more willing to put up with a bad job (and boss) than a bad relationship.
In addition, too much resilience can get in the way of leadership effectiveness and, by extension, team and organizational effectiveness. In a recent study, Adrian Furnham and colleagues showed that there are dramatic differences in people’s ability to adapt to stressful jobs and workplace environments. In the face of seemingly hopeless circumstances, some people resemble a superhero cartoon character that runs through a brick wall: unemotional, fearless, and hyper-phlegmatic. To protect against psychological harm, they deploy quite aggressive coping mechanisms that artificially inflate their egos. Meanwhile, others have a set of underlying propensities that make them act a little differently when under stress and pressure. They become emotionally volatile and scared of rejection. And consequently, they move away from groups, put up walls to avoid being criticized, and openly admit faults as a way to guard against public shaming.
Even though the resilient superhero is usually perceived as better, there is a hidden dark side to it: it comes with the exact same traits that inhibit self-awareness and, in turn, the ability to maintain a realistic self-concept, which is pivotal for developing one’s career potential and leadership talent. For instance, multiple studies suggest that bold leaders are unaware of their limitations and overestimate their leadership capabilities and current performance, which leads to not being able to adjust one’s interpersonal approach to fit the context. They are, in effect, rigidly and delusionally resilient and closed off to information that could be imperative in fixing — or at least improving — behavioral weaknesses. In short, when resilience is driven by self-enhancement, success comes at a high price: denial.
Along with blinding leaders to improvement opportunities and detaching them from reality, leadership pipelines are corroded with resilient leaders who were nominated as high-potentials but have no genuine talent for leadership. To explain this phenomenon, sociobiologists David Sloan Wilson and E.O. Wilson argue that within any group of people — whether a work team or presidential candidates — the person who wins, and is therefore named the group’s leader, is generally very resilient or “gritty.”
However, there is something more important going on in human affairs than internal politics, and competition within groups is less important than between groups — such as Apple going head to head with Microsoft on technological innovations, Coca-Cola trying to outmaneuver Pepsi’s marketing campaigns, or, in evolutionary terms, how our ancestors fought for territory against rival teams 10,000 years ago. As Robert Hogan notes, to get ahead of other groups, individuals must be able to get along with each other within their own group in order to form a team. This always requires leadership, but the right leaders must be chosen. When it comes to deciding which leaders are going to rally the troops in the long-term, the most psychologically resilient individuals have a miscellany of characteristics that come much closer to political savvy and an authoritarian leadership style than those needed to influence a team to work in harmony and focus its attention on outperforming rivals. In other words, choosing resilient leaders is not enough: they must also have integrity and care more about the welfare of their teams than their own personal success.
In sum, there is no doubt that resilience is a useful and highly adaptive trait, especially in the face of traumatic events. However, when taken too far, it may focus individuals on impossible goals and make them unnecessarily tolerant of unpleasant or counterproductive circumstances. This reminds us of Voltaire’s Candide, the sarcastic masterpiece that exposes the absurd consequences of extreme optimism: “I have wanted to kill myself a hundred times, but somehow I am still in love with life. This ridiculous weakness is perhaps one of our more stupid melancholy propensities, for is there anything more stupid than to be eager to go on carrying a burden which one would gladly throw away, to loathe one’s very being and yet to hold it fast, to fondle the snake that devours us until it has eaten our hearts away?”
Finally, while it may be reassuring for teams, organizations, and countries to select leaders on the basis of their resilience — who doesn’t want to be protected by a tough and strong leader? — such leaders are not necessarily good for the group, much like bacteria or parasites are much more problematic when they are more resistant.