Resilience, or the ability to recover from challenges and adapt to stress, is becoming a key focus in the modern workplace. A recent report highlights that many employers now view resilience as essential for success, often listing it as a top attribute in job candidates. Hiring managers frequently rank resilience as the most important trait when evaluating new hires. However, when asked how they actually help employees build resilience after hiring, many provide vague answers, often pointing to cultural fit or the assumption that it's assessed during interviews. This approach can be problematic. When organizations select for resilience but fail to actively develop it, it can lead to burnout. Employees may be placed in high-pressure situations that drain the very quality they were hired for. Many companies wait for a crisis to happen before they assess who is truly resilient, treating adversity as a test. Experts argue that this is more of a gamble than a strategy, as resilience cannot be built effectively during a crisis—it requires preparation and support. Research suggests that resilience is not a fixed trait but a process that can be nurtured. The concept of "positive resilience" focuses on building resilience during stable times rather than under pressure. This approach highlights the difference between "can't" and "not yet," suggesting that a lack of resilience is often due to timing or lack of resources, not personal failure. In other words, resilience can be developed with the right support and environment. There is also a gap between how people think resilience works and how it actually develops. While individuals often describe resilience as being independent and self-reliant, it is actually built through relationships and support from others. The report emphasizes that resilience is a team effort, not just about enduring hardship alone. Resilient workplace cultures are not about hiding weaknesses or absorbing dysfunction silently, but about creating an environment where people feel supported and vulnerable can be shared openly. To truly foster resilience, the report recommends that organizations focus on building it deliberately during calm periods, not just when a crisis hits. Companies are encouraged to stop hiring for qualities they have no plan to support once someone is on board. By investing in resilience development from the start, employers can create more sustainable and supportive work environments.