Strategies for Building Resilience After a Crisis

Organizational Trauma: The Recovery Killer Your Change Plan Ignores After Capital One's 2019 data breach exposing 100 million customers' information, leadership rushed to transform: new security platforms, restructured teams, revised processes. Despite urgent implementation, adoption lagged, talent departed, and security improved more slowly than expected. What they discovered—and what I've observed repeatedly in financial services—is that organizations can experience collective trauma that fundamentally alters how they respond to change. 🪤 The Post-Crisis Change Trap When institutions experience significant disruption, standard change management often fails. McKinsey's research shows companies applying standard OCM to traumatized workforces see only 23% transformation success, compared to 64% for those using trauma-informed approaches. ❌ Why Traditional OCM Fails After Crisis Hypervigilance: Organizations that have experienced crisis develop heightened threat sensitivity. Capital One employees reported spending time scanning for threats rather than innovating. Trust Erosion: After their breach, Capital One faced profound trust challenges—not just with customers, but internally as well. Employees questioned decisions they previously took for granted. Identity Disruption: The crisis challenged Capital One's self-perception as a technology leader with superior security. 💡 The Trauma-Informed Change Approach Capital One eventually reset their approach, following a different sequence: 1. Safety First (Before planning transformation) - Created psychological safety through transparent communication - Established consistent leadership presence - Acknowledged failures without scapegoating 2. Process the Experience (Before driving adoption) - Facilitated emotional-processing forums - Documented lessons without blame - Rebuilt institutional trust through consistent follow-through 3. Rebuild Capacity (Before expecting performance) - Restored core capabilities focused on team recovery - Invested in resilience support resources - Developed narrative incorporating the crisis 4. Transform (After rebuilding capacity) - Created new organizational identity incorporating the crisis - Shifted from compliance to values-based approach - Developed narrative of strength through adversity 5. Post-Crisis Growth - Built resilience from the experience - Established deeper stakeholder relationships - Transformed crisis into competitive advantage Only after these steps did Capital One successfully implement their changes, achieving 78% adoption—significantly higher than similar post-breach transformations. 🔮 The fundamental insight: Crisis recovery isn't just about returning to normal—organizations that address trauma can transform crisis into opportunity. Have you experienced transformation after organizational crisis? What trauma-informed approaches have you found effective? #CrisisRecovery #ChangeManagement #OrganizationalResilience

People who are laid off exist. Frankly, they get ignored by events, vendors, companies, etc., because they are not going to provide any immediate return on investment. All of this contributes to the embarrassment and shame for those people who are laid off. They are not alone. When I created CruiseCon, I created it for everyone, including those who can't attend, because they may not have a job. These are the people who need the help, support, and guidance the most, but again, people don't address them. To that end, I reached out to 🐐Steve Shelton 🐐 at Green Shoe Consulting to provide some guidance for those laid off, may be laid off, or anyone who just wants to support them. We will have Steve on a future CruiseCon in a Careers track to cover this in person. The video summary is: Ira interviewed Steve, an expert on career issues and burnout, to discuss how cybersecurity professionals can cope with layoffs and the emotional impact of involuntary job loss. Steve emphasized strategies for regaining control and building resilience, including focusing on personal values, seeking community support, and maintaining a daily routine. They also discussed overcoming embarrassment and shame associated with job loss, suggesting support groups and reframing negative thoughts. Details Addressing Layoffs in Cybersecurity Ira interviewed Steve, an expert on career issues and burnout, to discuss how cybersecurity professionals can cope with layoffs, a prevalent issue in the industry. Steve noted that Green Shoe Consulting is conducting the industry's first evidence-based research on stress and burnout specific to CISOs, with findings to be published in August. They highlighted the emotional impact of involuntary job loss, emphasizing the need for a mourning and grieving period. Strategies for Regaining Control and Building Resilience Steve advised focusing on controllable aspects of life, starting with understanding personal values as a foundation for identity. They also stressed the importance of community support to combat loneliness and maintain mental resilience, encouraging networking and leaning into one's social circle. Creating a daily routine and engaging in hobbies were also recommended for personal well-being, along with considering career coaching and envisioning the ideal future role and environment rather than just taking the next available job. Overcoming Embarrassment and Shame Ira raised the challenge of embarrassment associated with job loss, and Steve expanded on this, noting that shame can diminish confidence and inhibit action. Steve suggested having a support group for venting feelings and emphasized the importance of accepting the situation while reframing negative thoughts. They concluded that negative feelings like embarrassment or shame do not always reflect how others perceive the situation, and encouraged individuals to consider how they would help others in similar circumstances. To get related content, please follow CruiseCon.

Your "resilient" team might just be a group of burned-out people afraid to quit. Hustle culture isn't human culture. We've glorified resilience to the point of delusion and totally redefined it to fit a hyper-individual, cowboy narrative. ✖️ We celebrate teams who "push through" under pressure. ✖️ We reward people for "doing more with less." ✖️ We post mantras like "tough times don't last, tough teams do." But here's the truth I've learned working with traumatized organizations: 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗿𝗲𝘀𝘁𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝗲𝘅𝗽𝗹𝗼𝗶𝘁𝗮𝘁𝗶𝗼𝗻. Work trauma without acknowledgement is social gaslighting and institutional betrayal. If your team "survived the storm"...(layoffs, scandals, mergers) 𝟭. 𝗙𝗶𝗿𝘀𝘁, 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝘁𝗵𝗲 𝗰𝗼𝘀𝘁 -Have candid conversations about what was sacrificed -Acknowledge the personal toll on health, relationships, and wellbeing -Honor that survival is not the same as thriving 𝟮. 𝗧𝗵𝗲𝗻, 𝗮𝘀𝘀𝗲𝘀𝘀 𝘁𝗵𝗲 𝗱𝗮𝗺𝗮𝗴𝗲 -Create safe spaces for people to share their genuine experiences -Look for signs of burnout that persist beyond the crisis -Evaluate if your culture rewards unhealthy sacrifice over sustainable output 𝟯. 𝗡𝗼𝘄, 𝗿𝗲𝗯𝘂𝗶𝗹𝗱 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗹𝘆 -Establish clear boundaries between crisis management and normal operations -Create recovery periods that match the intensity of what was endured -Develop early warning systems to prevent future storms from becoming catastrophic 𝟰. 𝗙𝗶𝗻𝗮𝗹𝗹𝘆, 𝗿𝗲𝗱𝗲𝗳𝗶𝗻𝗲 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 -Shift from "pushing through" to "responding wisely" -Measure success by sustainable outcomes, not heroic efforts -Value the courage to set limits as much as the willingness to stretch -True resilience isn't about enduring more—it's about building systems that require less endurance in the first place. ________________________________________________________________ Join us for our 5th Trauma-informed & Team Resilience cohort facilitated with Heliana Ramirez, Ph.D., L.I.S.W. (former senior researcher at the VA, and work trauma expert). Link in comments.