09/04/2026
An organization can operate from a resilience foundation rather than a stress foundation, and the difference shows up on the balance sheet.
Organizations can find themselves stuck in systems of high stress, whether they are corporate, not for profit, or small businesses.
That is partly a cultural thing, where we feel we just have to keep going and going and going.
It is that stress hormone thinking, where bigger, faster, stronger, higher is going to get us to the goal.
But that is an old system of thinking.
In a high stress organization you probably see staff members burning out, you see staff churn, you see turnover where money now has to go into retraining, and more sick time being taken.
A resilience foundation invites all sorts of supportive modalities to become part of the day to day practice.
That could be micro-practices. It could be different support systems within different teams that are regularly practiced together.
It could be ensuring there is real resilience training, and because different modalities appeal to different people, bringing several in as a training afternoon or a retreat day.
There are all sorts of ways that policy, practice and protocol can be shifted out of stress operations into resilience operations, and that goes for staff and for leadership and management alike.
If you lead one of those teams, the practices are worth knowing from the inside first, which is exactly what three days at Clear the Path: Resources for the Sacred Self offer, Kripalu, September 11th through 13th: https://kripalu.org/experiences/clear-path-resources-sacred-self