Bouncing Back is Good, Building Resilience is Better

I had a “bless your heart” moment on one of my most important days as a new executive director.

It was during the pandemic, and I was six months into leading an arts organization in Greenville, SC. We’d just been awarded one of the most prestigious grants in the community—a huge win.

That morning, the funder was coming to the art center to film an interview so I could share how their gift would support our work. It was a big opportunity. I was a little nervous, but excited to show up well.

I had my remarks prepared and my outfit picked out. I got in my car—a MINI Cooper—and started to back out of the garage.

That’s when I heard a thud.

Watch Your Back, watercolor by Ian Mutton

I paused, thinking maybe I’d rolled over something. So I eased back again—and this time, I heard glass shatter.

I had backed straight into the garage door. Because I never opened it.

My garage door had windows at the top, and in the moment, I didn’t notice it was still closed. I glanced in the rearview mirror, saw light, and assumed the way was clear.

Nope.

My husband hadn’t moved to Greenville yet, so the other side of the garage was empty. I got out, opened that garage door, and—thank goodness for small cars—executed what felt like a thousand-point turn to get my MINI out with only a couple buff-able scrapes.

I was rattled and a little scraped emotionally myself, but I made it to the office. I did the interview. And I nailed it. The smashed garage door was still waiting for me when I got home, but I’d done what needed to be done for my organization.

I’m guessing you’ve had your own version of this kind of day. A big moment. A surprise obstacle. And somehow, you pulled it together.

That’s situational resilience—rising to the moment as leaders. But what about long-term organizational resilience? What if the garage door is symbolic—what if it’s structural, not situational?

How do we, as leaders, design our organizations to endure, adapt, and keep moving through the unexpected?

One of the most strategic ways to build staying power is by working with your board to assess where your organization is strong and where it’s vulnerable. When your board members understand both their appropriate role and your organization’s pressure points, they are better equipped to help you lead through uncertainty.

That kind of clarity is easier to achieve with the right support. If you’re ready for a board retreat, orientation, or training grounded in the six strengths of resilient organizations, let’s talk. It’s a practical way to strengthen the leadership and systems your mission depends on to endure.