On building resilience at the workplace
22 January 2026

Most people spend almost 60 to 80% of their waking hours in the workplace with varying degrees of success in terms of the outcome or output of their input into their work. For most of them, the term productivity is directly related to how beneficial that output is going to be in terms of future earnings generated by it while for some, it truly represents the quality of the output in terms of getting the best out of them. It has been proven that sustained productivity can only occur where there have been small periods of rest in between large periods of productivity or generation of good output. These rests are meant to resource the individual and allow him/her to take a step back and reassess whatever he/she has been doing and possibly choose alternate routes for better outcomes or build upon what was already achieved for a reinforced chosen route.

In most organisations that deal with static types of input from employees, rest is not something which is encouraged internally nor is it even talked about that much. People who find themselves needing some rest tend to feel uneasy when this need hits them and they either mask it or give into it in a more secretive way than is necessary. Most organisations are all about heightened performance and building competition between colleagues to deliver the best outcome for the organisation, without much regard for the mental or physical state of the individuals within that organisation. From time to time, they will, however, in a very theoretical and detached way, have sessions or limited workshops on the benefits of rest and on ensuring work life balance. This remains mostly theoretical and the organisations prove their own failing to adhere to what they recommend by doing things like allowing work meetings throughout the day, some of which would take up all of lunchtime and go further through the day making having lunch impossible on several days in a row. Employees are assumed to be in agreement with this and not make a fuss about what is considered such a minimal thing in their schedule. This approach is very different to organisations that deal with dynamic types of input like for example those in the entertainment industry or in the business of having other very creative outputs (for example google as it first was or the likes) as rest, a fresh mind and a sense of fun are paramount to the right input from the employees.

In organisations with a static input, it is expected that employees continue to function at a high level of concentration even throughout the days during which they have not been able to have lunch and this of an obvious disservice to those who need to have regular meals, say a diabetic person for example. The only other solution to this conundrum is for the employees in question to have their meal during the work meetings, which during video zoom meetings is obviously uncomfortable or embarrassing for the persons eating. With the peer pressure, these individuals tend to try to adapt to the way other employees behave and end up with any degree of worsening of their health. For those healthy individuals, the recurrent loss of possibility to have a regular meal creates health problems, albeit on the medium to long term. 

The end result of all of this is what was well coined as a “rat race” with several individuals competing together or against each other in order to produce the greatest output possible by all means achievable. Think of it as a hamster running on a wheel until that hamster gets exhausted and has to stop or sometimes just die of exhaustion. Year after year, each individual is asked to generate a greater input to deliver a greater output, find within them what is evidently believed to be an infinite pool of resources in order to deliver more than what they did the year before, just enough to satisfy the end users of the output generated, i.e. the shareholders of the organisations in question.

It would seem like there is no solution for this ever-increasing demand of a greater output, of more dedication to the workplace and less indulgence in rest or any type of work-life balance. While the picture looks bleak at first, it is not entirely the case. A primary source of auto-generating favourable inputs and better outcomes is to build resilience, which in this case would mean the capacity to last longer within the same external circumstances. Resilience is not built through sheer will power in delivering an increased input but in attenuating the effect of the external circumstances on the individual. In terms of rest, for example, taking power naps of 5-10 minutes helps boost the decreasing levels of energy that an individual might experience. Without spending too much time on the rest, a similarly favourable result can be achieved this way. Another practice that can increase resilience is to try to keep the timing of the meals the same and choose not to have the video on during a zoom meeting in order to avoid chewing in front of everyone. This together with a reminder to oneself that the meal should be enjoyed despite the constraints helps in making life feel less hectic. Planning out the day by setting aside at least 10 minutes for the organisation of the work at the onset of the work day can also go a long way in terms of helping keep the stress levels down. There will of course always be those unplanned events such as client or other emergencies but these are extraordinary happenings and should remain so. Indeed, if there are always emergencies, it just means that the work has not been allocated the right way or that there is an understaffing problem. Sometimes, the mere act of going outside of the work building and walking among the crowd of people can regenerate the lost energy or at least help to relativise things.

Some people, like myself, build resilience by using positive affirmations and breathing techniques. It is very soothing when one is in a state of increasing stress to close one’s eyes for a few seconds or minutes and use one of the breathing techniques that calm anxiety (Box breathing: inhale for 4 counts, hold for 4, exhale for 4, hold lungs empty for 4 and repeat; 4-7-8 breathing: place the tip of your tongue behind your upper front teeth, exhale completely with a whoosh sound, inhale quietly through your nose for 4 counts, hold your breath for 7, exhale completely through your mouth with a whoosh sound for 8 and repeat). It is also possible to increase one’s energy using something like the technique of the breath of fire which is used in yoga. In terms of positive affirmations, I particularly like one “I make effective and quality business decisions. I have the insight to identify unique opportunities that will increase my performance” which I alternate with self-care positive affirmations like “I have a healthy mind. I am free from anxiety and fear. I rise above negative and toxic thoughts. I think only positive and productive things. I break free from the chains of worry, pain, and shame holding me down” or even “I choose myself. I am deliberate about taking care of myself. I refuse to be used and abused. My health and wellness are a priority.” For me, the daily use of the breathing techniques coupled with the positive affirmations has radically changed both my approach to stress as well as the resilience I have for challenges I may face and this actually extends to more than just work. I feel more energised, more empowered and confident in my own abilities and capacity for generating an optimised input. 

For those interested, I am happy to share other positive affirmations than those noted down here. Please feel free to comment here or reach me at the email listed in my about section if you want me to share more of these positive affirmations.

Laura Wright - Barber's Agnus Dei/The Sound Of Strength