An ability to deal with pressure and bounce back from adversity are among the skills employers need to seek out, writes SCOTT MILLER
Scottish businesses are facing a perfect storm of challenges. From economic uncertainties and technological disruptions to the lingering effects of COVID-19, business leaders have never faced a more critical need for adaptability and resilience.
Resilience is no longer a ‘nice-to-have’—it’s a strategic imperative. But how do we, as leaders, ensure our teams are not only surviving, but thriving in the face of adversity? The answer lies in rethinking how we recruit, develop, and lead our teams.
It’s important to define what we mean by resilience in a business context. Resilience is not just the ability to bounce back after a setback – it’s the ability to absorb or manage stress, adjust to new conditions, and continue to perform effectively, even in the face of disruption. For teams, this translates into a capacity for continuous learning, emotional intelligence, and a mindset geared toward innovation and problem-solving.
Recruiting for Resilience
In recruitment, technical skills and qualifications have long been the primary focus. But as the business landscape becomes increasingly volatile, leaders need to broaden their criteria. The question shouldn’t just be: “Can this person do the job?” but also, “Can this person thrive in uncertainty? Will they bring flexibility and problem-solving abilities to the table?”
Here are some key strategies to consider when recruiting for resilience:
1. Hire for Adaptability and Growth Mindset
One of the most effective ways to ensure resilience is to recruit individuals who demonstrate a growth mindset. People with a growth mindset believe their abilities and intelligence can be developed through determination, curiosity, and perseverance. They are more likely to view challenges as opportunities rather than obstacles, making them well-suited to environments where change is constant.
2. Look for Emotional Intelligence
Resilience isn’t just about strategic thinking, it’s about emotional intelligence (EQ) as well. EQ is the ability to recognise, understand, and manage your emotions as well as the emotions of others. In uncertain times, team members with higher EQ are more likely to maintain composure under pressure, communicate effectively, and support their colleagues.
3. Assess Problem-Solving Skills
In an ever-changing environment, problem-solving becomes one of the most valuable attributes a team member can possess. Leaders should seek out candidates who are not only good at executing tasks but also show an aptitude for identifying issues and offering creative solutions.
Consider using case studies or practical problem-solving exercises during assessments to highlight how candidates approach unfamiliar or complex situations. This not only tests their ability to think on their feet but also reveals their capacity for strategic thinking in times of uncertainty.
A couple of large organisations I have worked with on recruitment projects and developing an improved promotion selection process has successfully included role-play scenarios to test candidates’ ability to respond to problematic situations under pressure.
Building Resilience Within Your Existing Teams
But recruitment is just the beginning. Once we have the right people in place, we must continue to nurture and build resilience within our teams. Leaders need to provide the tools, resources, time and environment that support ongoing development and emotional well-being.
This includes:-
1. Encouraging continuous learning
Encourage colleagues to expand their skill sets, whether through formal training, peer-to-peer learning, or new project experiences. A team that embraces lifelong learning is better equipped to handle uncertainty because they are constantly growing and evolving.
2. Fostering a culture of psychological safety
Resilient teams thrive in environments where they feel safe to take risks and make mistakes. Leaders play a critical role in fostering psychological safety, where team members are encouraged to speak up, offer new ideas, and learn from failures without fear of retribution – this is the root of agility.
3. Leading with empathy and transparency
When leaders communicate openly and honestly about the challenges the organisation faces, it builds trust and helps teams feel more prepared and engaged.
As we navigate this period of uncertainty, it’s clear that resilient teams will be the cornerstone of Scottish businesses that not only survive but thrive in the years ahead. Recruitment, development, and leadership practices must evolve to meet the new demands of a rapidly changing business environment.
By prioritising adaptability, emotional intelligence, and continuous learning in our recruitment and leadership strategies, we can build teams that are prepared for whatever challenges come their way. In doing so, we’ll position our businesses – and Scotland – for long-term success.
Scott Miller is senior director at LHH Recruitment and Business Services
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