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Resilience, defined as the psychological capacity to adapt to stressful circumstances and to bounce back from adverse events, is a highly sought-after personality trait in the modern workplace. As Sheryl Sandberg and Adam Grant argue in their 2017 book, we can think of resilience as a sort of muscle that contracts during good times and expands during bad times.
In that sense, the best way to develop resilience is through hardship, which various philosophers have pointed out through the years: Seneca noted that “difficulties strengthen the mind, as labor does the body” and Nietzsche famously stated, “that which does not kill us, makes us stronger.” In a similar vein, the United States Marine Corps uses the “pain is just weakness leaving the body” mantra as part of their hardcore training program.
But could too much resilience be a bad thing, just like too much muscle mass can be a bad thing — i.e., putting a strain on the heart? Large-scale scientific studies suggest that even adaptive competencies become maladaptive if taken to the extreme. As Rob Kaiser’s research on leadership versatility indicates, overused strengths become weaknesses. In line, it is easy to conceive of situations in which individuals could be too resilient for their own sake.
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