• 23% of employees across industries (Gallup, 2008) and 96% of senior leaders in corporations reported experiencing burnout (Gallup, 2017).
• One esteemed researcher estimated that the cost of work-related stress on the US economy is $300 billion annually (Rosch, 2001).
• For every $1 spent in training to improve resilience, there is a b return in investment, and said training is 13 times more effective than medication (WHO, 2016).
• Employees experiencing burnout, often or always, are 63% more likely to take a sick day; 23% more likely to go to the emergency room; and 2.6 times more likely to look for another job (Gallup Organization).
• Workplace absenteeism results in a cost to the US Economy of $1600 per employee per year (PwC Workplace Report 2014, Inc 2016, Centre for Mental Health 2011).
• Years of research show that worker well-being and engagement is linked to a host of organizational success factors, including lower turnover, higher client satisfaction, and higher productivity and profitability (Gallup Organization).
• Lost productivity due to poor functioning related to illness, injury or other conditions costs the US Economy $225 billion annually (PwC Workplace Report 2014, Inc 2016, Centre for Mental Health 2011).
• While the total costs associated with replacing employees are not always carefully tracked or studied, the costs involve much more than the economic costs of conducting a search; there are costs associated with lost productivity; onboarding new employees; inefficiency and potential errors of new employees; training costs; lost institutional knowledge; the impact of turnover on employee morale, among other economic and non-economic costs (Charaba, 2022).
• Experts at Harvard and Stanford Business Schools have suggested that healthcare costs associated with workplace stress may be as much as $190 billion per year (Goh, 2016).

Potential Economic & Non-Economic Benefits of Resilience Training for Professionals and Businesses

• To Mitigate against Unhealthy Stress, Anxiety, Depression, and Burnout
• To Increase Job Engagement, Satisfaction, Work Commitment, and Productivity
• To improve Performance and Reduce Errors
• To Increase Team Cohesiveness
• To Manage Adverse Events in a Healthy and Adaptive Manner
• To Adaptively Manage Stress and Pressure
• To Increase Likelihood of Goal Attainment
• To Increase Career Longevity and Improve Employee Retention
• To Lower the Costs Associated with Employee Turnover (e.g., recruitment costs, lost productivity, decreased morale);
• To Improve Overall Improved Organizational Effectiveness
• To Increase Profitability

• Over 50% of physicians across specialties reported burnout (Shanafelt et al., 2021).
• Among surgeons, burnout is correlated with medical errors and increased likelihood of malpractice suits (Shanafelt et
  al., 2010), poor work performance, and lower quality of medical care (Marmon & Heiss, 2015; Reith, 2018).
• A Mayo Clinic Study has estimated that lost productivity due to physician burnout is equivalent to eliminating seven medical school graduating classes (Shanafelt et al., 2016), and may contribute to existing physician and nursing shortages (Reith, 2018).
• Physician burn-out is associated with increased workforce costs, healthcare costs, risk of depression, anxiety, alcohol, suicide (West et al., 2018), and greater physician and nurse turnover (Shanafelt et al., 2011; Lester et al., 2009).
• Some estimates suggest the cost of replacing physicians is as much as $213,000 for recruitment and $2,000,000 in lost revenue (Marmon & Heiss, 2015).

Potential Economic & Non-Economic Benefits of Resilience Training for Physicians and their Organizations

• To Mitigate against Unhealthy Stress, Anxiety, Depression, PTSD, and Burnout
• To Increase the Quality of Medical Care
• To Help Reduce Medical Errors and Malpractice Litigation
• To Reduce Costs Associated with Physician Turnover, including Recruitment and Lost Productivity
• To Improve Productivity
• To Improve Cohesiveness of Medical Teams
• To Increase Profitability

• A 2016 study of lawyer respondents showed 61% reported anxiety, 45.7% depression, and 11.5% suicidal thoughts (Journal of Addiction Medicine, 2016).
• 40% – 70% of disciplinary proceedings and claims of lawyer malpractice are related to depression and substance abuse. Depression is positively associated with poor executive functioning, diminished memory, and impaired problem solving. (ABA, National Task Force on well-being, 2017).
• “The benefits of lawyer well-being are compelling, and the cost of lawyer impairment are too great to ignore…For too long the legal profession has turned a blind eye to widespread health problems…All stakeholders must lead their own efforts aimed at incorporating well-being as an essential component of practicing law” (National Task Force on well-being, 2017).
• In 2016, the ABA Commission on Lawyer Assistance Programs and Hazelden Betty Ford Foundation published its study of almost 13,000 practicing attorneys showing 28% are struggling with depression; 19% with anxiety; and 23% with stress. Younger lawyers in the first ten years of practice showed the highest rates of problem drinking and depression.
• 40% – 70% of disciplinary proceedings and claims of lawyer malpractice are related to depression and substance abuse. Depression is positively associated with poor executive functioning, diminished memory, and impaired problem solving. Up to 80% of alcohol abusers experience cognitive impairment (ABA, National Task Force on well-being, 2017).
• Rule 1.16(a)(2) of the ABA Model Rules of Ethics states that a lawyer shall withdraw from representation if the lawyer’s “physical or mental condition materially impairs the lawyer’s ability to represent the client.” Additionally, Rule 1.3 requires diligence in representation.
• A 2020 published Substance Abuse Survey showed that 32.2% of lawyer participants reported feeling depressed; 64% expressed anxiety; 10.1% reported an alcohol problem; and 2.8% a drug problem (ALM Mental Health and Substance Abuse Survey, 2020).
• Ethics rules are more likely to be violated when lawyers are unable to manage unhealthy stress adaptively (resiliently) and prevent or mitigate against burnout. Rule 1.16(a)(2) of the ABA Model Rules of Ethics states that a lawyer shall withdraw from representation if the lawyer’s “physical or mental condition materially impairs the lawyer’s ability to represent the client.” Additionally, Rule 1.3 requires diligence in representation.
• A 2021 quarterly survey of lawyers (Bloomberg Law’s Attorney Workload and Hours Survey, 2021) found that:
  • 52% of respondents reported experiencing burnout (highest amount since 2020), and 46% reported a decline in well- being.
  • Of the 46% who reported a decline in well-being, 83% reported disrupted sleep; 81% reported Anxiety; 43% reported experiencing depression; and 47% reported issues in their personal relationships.
  • The respondents who reported experiencing a decline in well-being also reported diminished job satisfaction; were three times more likely to seek other job opportunities; and 20 percentage points more likely to report being open to new employment opportunities in contrast to lawyers with stable or improved well-being.

• According to industry analysts, lawyer burnout is at an “all-time high” and is predicted to cause a “wave of turnover” in 2022 (Maloney and Smith, The American Lawyer, 2021).
• In a 2016 survey, 40% of lawyers indicated they were likely or highly likely to leave their firms in the next year (Law360, 2016)
• The high rate of turnover for a larger firm is estimated at $25 million per year (Levin & McEwen, 2014).
• “Enhancing lawyer health and well-being is good business and makes sound financial sense” (ABA, National Task Force on well-being, 2017).
• Attorney turnover costs the legal sector $9.1 billion annually based on a survey of 400 of the largest US firms (JD Match and Rights Profile). For every associate hired, 15 left based on information gathered from 800 US law firms (Association for Law Placement Foundation Study, 2012-2018).
• “The connection between well-being programs and financial performance can be seen most clearly in the form of lowered health care costs. One study places employer savings around an average of $157 per person annually; another finds a return on investment of $3.80 for every dollar spent on a disease management program, and $1.50 for wellness programs as a whole.”

Potential Economic & Non-Economic Benefits of Resilience Training for Lawyers & Law Firms

• To Mitigate against Unhealthy Stress, Anxiety, Depression, PTSD, and Burnout
• To Improve the quality of Legal Work and Improve Productivity
• To Facilitate better Attorney-Client relationships
• To improve the mental condition of Attorneys that otherwise could impair their ability to satisfactorily represent clients
• To Reduce the Risk of Legal Malpractice and violation of Ethical Rules
• To Reduce Costs associated with Lawyer Turnover, including Recruitment and Lost Productivity
• To Improve Work Relationships and Cohesiveness of Legal Teams
• To Increase Profitability

• First Responders (e.g., police, firefighters, dispatch operators) are subjected to substantial stress (Carleton et al., 2017), resulting in broad-ranging mental health issues such as substance abuse and major depression (Benedek et al., 2017).
• First Responders are among the “high risk” groups for mental health issues (e.g., Ward et al., 2006); resilience interventions can be an effective tool in improving psychological resilience in this population (e.g., Joyce, et al., 2017).
• Approximately half of police officers surveyed indicated that they personally know of at least one officer who had changed psychologically following a traumatic event, and half reported knowing at least one officer who committed suicide (Fisherman et al., 2016).
• Estimates suggest that 30% of first responders develop a range of behavioral health issues, including depression and PTSD, anxiety, among others, in contrast to the general population where those issues are approximately 20% (Abbot et al., 2015).
• According to studies, Firefighters have a statistically significant higher risk of suicide and ideation than the general population (Stanley et al., 2016).
• A review of the literature suggests that the lifetime prevalence of suicidal ideation was 25% in female police officers and 23.1% in male officers (Stanley et al., 2016).
• Depression, anger, and job strain were cited in one study as the primary reasons for suicidal ideation in Police Officers, and burnout resulted in a 117% greater risk of suicidal thoughts (Bishopp & Boots, 2014).
• During and after stressful events, leaders and managers can provide resilience training as one approach to mitigating against behavioral health problems (Brooks et al., 2016, Quevillon et al., 2016).

Potential Economic & Non-Economic Benefits of Resilience Training for First Responders & Training Academy Students

• To Mitigate against or Prevent Unhealthy Stress, Anxiety, Depression, PTSD, and Burnout
• To Control and Regulate Negative Emotions
• To Mitigate Against the Risk of Suicidal Ideation and Suicide
• To Increase the Quality of Work Performance
• To Help Reduce Errors
• To Increase Career Longevity
• To Improve Retention
• To Reduce Costs Associated with Turnover, including Recruitment and Lost Productivity
• To Improve Team Cohesiveness

• A Study of Wall Street Brokers, ages 22-32, showed that 38% met the diagnostic criteria for subclinical major depression, and 23% were diagnosed with major depression, a staggering number considering only 7% of men are depressed in the United States (Gorrell, 2001, Update, 2009).
• 39% of Financial Workers feel burned out at work, a number higher than first responders at 36% (Mental Health Research Canada and Pollara Strategic Insights).
• 31% of financial and banking professionals are planning to leave the industry due to high levels of pressure; an additional 31% plan to leave their current role but stay in the industry (LemonEdge, 2022).
• 33% of financial and banking professionals indicated that burnout has increased due changes in the work environment after the Pandemic, such as the work-at-home or hybrid model (LemonEdge, 2022).
• 14% of banking and financial services professionals state that burnout has increased exponentially after the pandemic; 26% are nervous about the future; and 23% are concerned about their health or mental health (LemonEdge, 2022).
• Only 51% of finance workers stated that their employer helps them manage workplace stress; only 31% feel comfortable talking to upper-level management about mental health struggles; and only 29% feel comfortable talking to co-workers about mental health challenges (Workplace Strategies for Mental Health and Canada Life).
• Burnout experienced by bankers ranged from 19% to 54% in the Middle East (Statista, 2014).

Potential Economic & Non-Economic Benefits of Resilience Training for Financial Sector Workers

• To Mitigate against or Prevent Unhealthy Stress, Anxiety, Depression, PTSD, and Burnout
• To Control and Regulate Negative Emotions
• To Mitigate Against the Risk of Suicidal Ideation and Suicide
• To Increase the Quality of Work Performance
• To Help Reduce Errors
• To Increase Career Longevity
• To Improve Retention
• To Reduce Costs Associated with Turnover, including Recruitment and Lost Productivity
• To Improve Team Cohesiveness
• To Improve Profitability

UNDERGRADUATE STUDENTS

• As compared to non-university peers, students in higher education are more frequently diagnosed with depression and anxiety (Techniker & Kranketkasse, 2015).
• University students experiencing high stress are at increased risk of anxiety and depression, impaired academic functioning, and decreased likelihood of completing their degrees (Felston and Wilcox, 1992; Shields, 2001; Ahern and Norris, 2011; Hartley, 2011; Beiter et al., 2015.
• Resilience interventions have surfaced as one of the most significant factors in influencing well-being in higher education students (Archana & Singh, 2014); it is associated with improved life satisfaction and greater academic progress (Van Breda, 2018).
• In a German study, 25% of higher education students reported burnout, 17.4% anxiety, 15.6% depression (Grutzmacher et al., 2018).
• Freshman year, in contrast to other years, is associated with an increase in levels of chronic stress that can result in unhealthy interpersonal relationships, impaired coping strategies, and a decline in academic performance (Dvorakova et al., 2017).
• Poor academic performance is associated with depression and anxiety, and a decline in self-efficacy and motivation (Lipson & Eisenberg, 2018), as well as financial burdens, homesickness, and social withdrawal of long-term goals like degrees completion (Rahat & Ilhan, 2015).
• According to research, resilience interventions in higher education students can improve well-being and resilience (e.g., Galante et al., 2018; Hill, et al., 2018), as well as reduce stress, depression, and anxiety (Steinhardt and Dolbier, 2008); Houston et al., 2017; Akeman et al., 2020).
• Resilience has been associated with improved life satisfaction and greater academic progress, particularly in populations of vulnerable students (Van Breda, 2018).
• Cultivating optimism through focused resilience skills (i.e., optimistic explanatory style) can be extraordinarily valuable to students and institutions. Optimists are better at finding jobs (Harvard Business Review, 2018), and have better GPAs and test scores than those with a pessimistic explanatory style.

Potential Economic & Non-Economic Benefits of Resilience Training for Undergraduate Students & Universities

• To Buffer Against Depression, Anxiety, Burnout, PTSD, and Suicide
• To Successfully Manage the Stresses of School & Personal Life
• To Maintain and Improve Academic Performance
• To Overcome Academic & Social Challenges
• To Cope with Challenges and Adversities of College Life
• To Optimize their Potential for Social and Academic Success
• To Remain in School and Excel When Obstacles Arise
• To Manage the Obstacles, & Challenges of Professional Life After College
• To Retain Students in the University
• To Give Students the Best Chance to Succeed Academically and Socially
• To Help Students Manage the Unhealthy Stress and Emotions that can interfere with Goal Attainment
• To Prepare Student for Tackling the Challenges and Obstacles that are Inevitable in Professional Life After College

MEDICAL STUDENTS

• 50% of Medical School Students in a 2013 study reported burnout (IsHak et al., 2013).
• A study of over 16,000 medical students in 2018 found that 44% were experiencing burnout (Frajerman et al., 2019).
• Among medical students, burnout is correlated with increased dishonesty, decreased altruism (Dybre et al., 2010), and higher incidence of alcohol abuse (Jackson et al., 2016).

Potential Economic & Non-Economic Benefits of Resilience Training for Medical Students

• To Buffer Against Depression, Anxiety, PTSD, Burnout, Suicidal Ideation, & Suicide
• To Maintain and Improve Academic Performance
• To Successfully Manage the Stresses of School & Personal Life
• To Overcome Academic & Social Challenges
• To Cope with Challenges and Adversities of Medical School
• To Optimize their Potential for Social and Academic Success
• To Remain in School and Excel When Obstacles Arise
• To Manage the Obstacles, & Challenges of Professional Life After Medical School
• To Retain Students in Medical School
• To Give Medical Students the Best Chance to Succeed Academically and Socially
• To Help Medical Students Learn to Manage Unhealthy Stress and Emotions that can interfere with Goal Attainment
• To Prepare Medical Students for the Stress of Medical Practice

MEDICAL RESIDENTS

• A 2016 study showed burnout rates among residents were as high as 69% across specialties; 78% in surgical residents, and 66% in non-surgical residents (Holmes et al., 2017).
• Burnout among residents is associated with decreased quality of patient care, errors, and decreased professionalism (Nituica et al., 2021); Improving resident resilience and providing institutional support for residents is associated with a lower risk of burnout.
• Research supports the need for resilience training programs for residents to improve mental well-being throughout residency and over their careers (Nituica et al., 2021).
• 40%-70% of U.S. Medical Residents have reported burnout (Houpy et al., 2017).
• The challenges and high stress environment associated with residency training makes physician residents particularly vulnerable to burnout compromising their health and well-being, and in some cases, leading to suicide (Nituica et al., 2021).
• Research shows that improving resident resilience and providing institutional support for residents is associated with a lower risk of burnout and supports the need for resilience training programs for residents to improve their mental well-being throughout residency and over their career as physicians (Nituica et al., 2021).

Potential Economic & Non-Economic Benefits of Resilience Training for Medical Residents

• To Buffer Against Depression, Anxiety, PTSD, Burnout, Suicidal Ideation, & Suicide
• To Improve Performance and Reduce Errors
• To Successfully Manage the Stresses of Residency & Personal Life
• To Overcome Work & Social Challenges
• To Cope with Challenges and Adversities of Residency
• To Cope with and Successfully Complete Residency Training
• To Manage the Obstacles, & Challenges of Medical Practice After Residency
• To Retain Physicians in the Residency Program
• To Give Residents the Best Chance to Succeed
• To Help Medical Residents to Manage Unhealthy Stress and Emotions that can interfere with Goal Attainment
• To Prepare Medical Residents to Adaptively Cope with the Stresses of Medical Practice

LAW STUDENTS

• During the first year, students who started law school with a high degree of life satisfaction and strong mental health suffer a statistically significant increase in depression and anxiety (ABA, National Task Force on well-being, 2017).
• Law students are among the most depressed, demoralized, and dissatisfied graduate school students. These problems largely skyrocket after entering law school (ABA, National Task Force on well-being, 2017).
• In a survey of Yale Law students conducted in 2014, 70% of participants surveyed expressed experiencing mental health issue during law school (Yale Law School Report on Mental Health, 2014).
• Studies show that law students are among the most depressed, demoralized, and dissatisfied graduate school students. These problems largely begin and skyrocket after entering law school (ABA, National Task Force on well-being, 2017).
• In 2016, the ABA Commission on Lawyer Assistance Programs and Hazelden Betty Ford Foundation published its well-being s of 15 law schools and 3,300 students and found that 17% experienced depression, 14% anxiety, 6% serious suicidal thoughts in the past year, and 22%-43% some issues related to drinking in the prior two weeks.

Potential Economic & Non-Economic Benefits of Resilience Training for Law Schools and Students

• To Buffer Against Depression, Anxiety, PTSD, Burnout, Suicidal Ideation, & Suicide
• To Maintain and Improve Academic Performance
• To Successfully Manage the Stresses of School & Personal Life
• To Overcome Academic & Social Challenges
• To Cope with Challenges and Adversities of Law School
• To Optimize their Potential for Success
• To Remain in School and Excel When Obstacles Arise
• To Manage the Obstacles, & Challenges of Professional Life after Law School
• To Retain Students in Law School
• To Give Law Students the Best Chance to Succeed Academically and Socially
• To Help Law Students Manage Unhealthy Stress and Emotions that can interfere with Goal Attainment
• To Prepare Law Students for the Stresses of Law Practice