As leadership development professionals, we were resilient as we reimaged the employee experience related to just-in-time training and development. As a result of the federal mandate, all face-to-face training, conferences, and travel were put on hold. As we assessed the "new normal," we realized that many leaders resisted change and struggled with leading the human side of change (psychological resilience). It took time to embed the spirit of resilience throughout the organization even though the company could anticipate, prepare, and respond to environmental changes (Butler, 2019). Three years later, the company is still testing its resilience as employees are returning to the physical work site and the threat of new strains of the COVID-19 virus is present. Butler (2019) posits that "resilient organizations can adapt in real-time to emerge from the crisis stronger, better, and fitter than before." With strategic alliances and operational resilience, organizations can rise above disruptions, assess risk, and lead their workforce through the uncertainty of change in a VUCA environment.

How do you "embed resilience"? Did HR lead this effort, the C-Suite, or everyone?