Resilience & You

Could Leonardo da Vinci have become Leonardo da Vinci in 2026? Probably not. The world has become far too complex for one person to master multiple disciplines at the level Leonardo did. Yet there may be one profession that still requires something resembling his extraordinary combination of curiosity, creativity and resourcefulness: entrepreneurship.

Voice carries emotion, emphasis and persuasion. Reading removes some of that immediacy and gives us more space to examine what is actually being said. That difference matters not only in communication, but also in learning and decision-making. As AI makes it easier to reach answers quickly, the deeper question is whether we are also removing some of the cognitive effort through which judgement and skills develop.

After thirty years in business, my first year as a university professor challenged my assumptions about Gen Z, education and learning. I found students far more similar to previous generations than different. At the same time, AI raised a deeper question: if everyone can access knowledge instantly, what should an educated person still know and be able to do? Reflections on curiosity, collaboration, expertise and continuous learning after my first year in academia.

Some managers spend their days fighting fires. Others quietly prevent them before they start. And then there are those who seem to create chaos wherever they go. This reflection explores “management by setting fires”, the psychology of uncertainty, and why resilient people need to distinguish between genuine crisis and manufactured urgency.

A classroom exercise using the Global Footprint Network calculator led to an uncomfortable conclusion: even relatively environmentally conscious lifestyles remain far from sustainable within the systems we inhabit. Individual choices matter, but our environmental footprint is also shaped by infrastructure, energy systems, urban planning, and economic structures. If humanity is already consuming resources equivalent to 1.7 Earths, what would it actually take to live within pla

Most organisations do not fail in crises because they lack intelligence or expertise. They fail because they apply the wrong logic to the situation they are facing. The Cynefin framework offers a useful way to think about uncertainty by distinguishing between clear, complicated, complex and chaotic environments. Resilient decision-making depends less on prediction and control, and more on recognising reality early enough to adapt before disorder takes over.

A reused delivery box—uneven, worn, and unbranded—can feel disappointing, even if it reduces waste. This tension reveals something deeper: we say we value sustainability, yet still expect packaging to signal quality and care. As regulation and resource constraints push businesses toward simpler solutions, the challenge is not only operational but psychological. Can we adjust what “good” looks like—and accept less polished experiences without losing trust?

A simple question in a Steering Committee meeting—“Are we moving in the right direction?”—reveals a deeper tension in how we approach work. Projects rarely unfold in straight lines, even though we plan them as if they do. In practice, teams adjust, recalibrate, and often move in several directions at once. The challenge is not to eliminate this complexity, but to remain anchored in purpose while navigating it.

Repairing instead of replacing may become a cornerstone of resilience in a shrinking world. A visit to a self-service car workshop in Warsaw reveals how extending the life of existing assets creates new business opportunities while reducing material footprints. As cars stay on the road longer, the repair economy grows alongside the production economy. Perhaps the future will favour those who help us use what we already have — longer, smarter, and better.

Minimalism is often framed as restraint, yet it may be better understood as a search for what is truly necessary. In a world shaped by material excess and status competition, choosing less can become a careful choice rather than sacrifice. This reflection explores minimalism as adaptive preference — a quiet recalibration of aspiration — and asks whether it signals personal resilience or the beginning of a broader cultural shift.

Italy has made ski helmets mandatory. It seems an obvious step towards greater safety. Yet protection changes behaviour. When we feel safer, we often take greater risks — a dynamic described by risk homeostasis theory. Helmets reduce injury severity, but they may also alter how we ski. The real question is not whether helmets work, but how behaviour shifts once protection becomes compulsory.

An unexpected comment at a grocery store sparked reflection on why we rush through life. This piece explores how action bias, automatic thinking, and speed-driven habits shape our decisions—and what we might gain by slowing down. When we have the choice, slowness may be more than a luxury; it may be a form of resilience.

Can declining fertility and ageing populations be treated not as crises, but as design challenges? This reflection explores how demographic change may call for new systems, not panic — and why older age can be a source of resilience, not just risk. Perhaps the real shift we need is not in statistics, but in story.

Does organisational resilience come from balanced, collaborative teams — or from the creative tension of opposing views? Drawing on Aristotle’s idea of mesotis and Heraclitus’s metron, we explore two contrasting views: one grounded in virtue and harmony, the other in conflict and transformation. Perhaps true resilience lies not in choosing between them, but in the capacity to hold both.

Machiavelli isn’t a devil, he’s a realist. While we praise conquerors who left ruin behind, we condemn the man who dared to describe how power truly works. His insights challenge our belief in human goodness, but offer a path to resilience. If we stop expecting virtue to be rewarded and focus on outcomes, we might better navigate the modern world. Appearances change, human nature doesn’t.

During a performance review, a colleague told me I seemed “too obsessed with time.” At first, I brushed it off. But the comment stayed with me — leading me to explore how punctuality, once a local custom, became a global expectation. This essay reflects on how we’ve standardised time, why we did it, and how we might reclaim a more human relationship with it.

During a project meeting, a young team member proudly declared he was “actively waiting.” We laughed, then later realised how profound it was. In a world obsessed with urgency, actively waiting is a quiet form of resilience: staying ready, sharp, and engaged even in stillness. From Mongol warriors to modern teams, it’s a mindset worth exploring.

Two years into writing about resilience, I’ve moved from confidence to humility. The Dunning-Kruger effect reminds us that true learning starts when we realise what we don’t know. Climbing from Mount Stupid through the Valley of Despair to the Slope of Enlightenment takes time: about ten thousand hours. I’m still climbing. Join me on this journey toward deeper understanding of organisational resilience.

How we build shapes the resilience of our societies — and the future of our planet. In Grey Hour: Time for a New Architecture, Filip Springer explores how architecture must evolve beyond profit-driven design toward sustainable, community-centered spaces. From 15-minute cities to adaptive reuse, we must build less, rethink comfort, and align interests for a more resilient, livable future.

After 30 years in finance, I began to ask: what comes next? In a world where life expectancy and change are both accelerating, the idea of a 40-year career feels outdated. “The Next Thirty Years” is my personal journey of reinvention—from finance to academia, from expertise to curiosity. This post explores how shifting paths, building resilience, and staying connected can reignite purpose at any stage of life.