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    Interactive assessment

    Building Resilience in Others

    Assess how effectively you develop psychological and performance resilience in the people you lead, across safety, role-modelling, coaching, and sustainable working practices.

    Deloitte's 2026 research found that 77% of leaders report chronic burnout, yet the most effective leaders actively build the capacity of their teams to absorb pressure and recover. Leader behaviours, not individual characteristics, are the primary driver of team resilience. This diagnostic identifies where your impact on others' resilience is strongest and where you can grow.

    Questions or items
    20 questions or items
    Completion time
    Around 10 minutes
    Dimensions
    Creating Safety for Recovery, Role-Modelling Resilience, Coaching Through Adversity, Supporting Sustainable Performance
    What you receive
    Personalised results with result bands, section scores and development guidance.

    What it covers

    • Creating Safety for Recovery
    • Role-Modelling Resilience
    • Coaching Through Adversity
    • Supporting Sustainable Performance

    Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree) based on your actual leadership behaviour, not your intentions.

    Results: Personalised results with result bands, section scores and development guidance.

    How this interactive diagnostic works

    Read what it covers here first. Nothing is saved or sent until you continue. Your result is calculated once every required item is answered.

    If it asks for your first name and work email, you enter them in the diagnostic itself. This page sends nothing.

    Statements in this diagnostic

    Statements are grouped by section. Answer each one for the situation named in the instructions, using the scale shown.

    Creating Safety for Recovery

    The degree to which you create an environment where mistakes, setbacks, and struggle are normal, and people can recover without shame or fear (Edmondson, 1999).

    1. I make it clear that mistakes are expected when people are learning or operating at stretch, and I respond to them constructively
    2. When someone on my team is struggling, I make it safe for them to say so rather than performing resilience they don't feel
    3. I acknowledge setbacks and failures openly with my team rather than treating them as unmentionable
    4. I have explicit conversations about workload, pressure, and capacity, not just outputs and deliverables
    5. My team knows they can come to me with a problem without it being used against them in any way

    Role-Modelling Resilience

    How authentically you model the resilience behaviours you want to see in your team, including vulnerability, recovery, and adaptive thinking.

    1. I share how I manage pressure and setbacks openly, not as performance, but as genuine insight
    2. I demonstrate healthy boundaries around my own recovery, I am not visibly depleted or running on empty in front of my team
    3. I model a learning orientation when things go wrong, publicly asking 'what can we learn?' rather than looking to assign blame
    4. I am honest about my own challenges and uncertainties rather than projecting constant confidence I don't always feel
    5. My team would say I genuinely 'walk the talk' on resilience, I don't just advocate for it, I live it

    Coaching Through Adversity

    Your skill at helping individuals navigate difficulty, build their own coping strategies, and grow their capacity through challenge rather than being rescued from it.

    1. When a team member is struggling, I ask questions to help them work through it rather than immediately providing solutions
    2. I help people reframe setbacks, finding the learning and opportunity within difficulty
    3. I give people stretch challenges that build their confidence and capability over time
    4. I have direct conversations about what is making someone less resilient, I don't avoid it to keep the peace
    5. I celebrate how people navigate difficulty, not just the outcomes they produce

    Supporting Sustainable Performance

    How actively you protect your team from unsustainable workloads, create recovery time, and promote the conditions for long-term high performance rather than short-term output.

    1. I actively monitor signs of overload in my team and address them before people reach a crisis point
    2. I make deliberate decisions about prioritisation, I do not expect my team to do everything thrown at them
    3. I protect recovery time for my team, I don't see rest and recuperation as lost productivity
    4. I have honest conversations with stakeholders about what is and isn't achievable, I don't absorb all pressure downward onto my team
    5. I would be described by my team as someone who genuinely cares about sustainable performance, not just short-term results

    How the result is read

    Your answers are totalled for each section and overall. Each total falls into one of the bands below.

    • Developing, 20 to 44: There are significant gaps in how you build resilience in others. Start with Creating Safety for Recovery, without it, people won't show their real state and you'll be working with incomplete information. Identify your lowest-scoring dimension and make it your immediate development focus.
    • Emerging, 45 to 64: You have real strengths in building resilience but significant development opportunities. Focus on your lowest-scoring section, small, consistent behaviour changes here will have a disproportionate impact on your team's capacity to sustain performance.
    • Capable, 65 to 82: You are meaningfully building resilience in your team. People likely experience you as a supportive leader who invests in their capability. Move from capable to excellent in your weakest dimension.
    • Advanced, 83 to 100: You are genuinely building resilience as a leader, across safety, role-modelling, coaching, and sustainable working. This level of leadership has a measurable impact on retention, performance, and wellbeing. Share your practice and develop others to do the same.

    Sources named in this diagnostic

    • Deloitte (2026) Global Human Capital Trends Report. Deloitte University Press.
    • Edmondson, A.C. (1999) Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), pp. 350-383.
    • Peterson, C. and Seligman, M.E.P. (2004) Character Strengths and Virtues. New York: Oxford University Press.
    • Reivich, K. and Shatté, A. (2002) The Resilience Factor. New York: Broadway Books.

    Where to take the next step

    Our leadership development programmes are bespoke, research-grounded and built around the human capabilities that drive lasting performance.

    Explore Leadership Development

    Frequently asked questions

    What does the Building Resilience in Others measure?

    Deloitte's 2026 research found that 77% of leaders report chronic burnout, yet the most effective leaders actively build the capacity of their teams to absorb pressure and recover. Leader behaviours, not individual characteristics, are the primary driver of team resilience. This diagnostic identifies where your impact on others' resilience is strongest and where you can grow.

    How many questions are in the Building Resilience in Others?

    It contains 20 questions grouped into 4 dimensions: Creating Safety for Recovery, Role-Modelling Resilience, Coaching Through Adversity, Supporting Sustainable Performance.

    How is the Building Resilience in Others scored?

    Responses are totalled within each section and across the diagnostic, and each total falls into a result band.

    What happens after I complete the Building Resilience in Others?

    Once the required items are answered, you enter your first name and email to see your results: an overall interpretation, section scores and development guidance.

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