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“Resilience” has become one of the defining buzzwords in HR and training. It appears in leadership frameworks, performance reviews, wellbeing strategies, and organisational values. In a world shaped by constant change; economic uncertainty, digital transformation, reduced resources, and evolving employee expectations, resilience is positioned as a critical capability.

Many managers and leaders are time poor, so the complications that erupt when a report is made, can lead people to act from unconscious bias – which might be not believing the whistle-blower or being more focussed on the awkwardness or discomfort the reporting has caused them, rather than the incident itself.

You walk into an establishment, and you’re met with smiles, an eagerness to please. The customer-facing team are professional and accommodating. But something feels off. You’ve been told two separate pieces of information, or you overhear staff bickering or complaining about another staff member. The follow-through from the initial smiles is lacklustre—you’re left waiting at a table for 35 minutes before giving a drinks order, staff don’t seem interested in helping you find s