We encounter a potentially uncomfortable cost for executives and leadership. Organizations need to invest in the personal lives of their employees and a fuller notion of well-being if they want to build capabilities of resilience. Employees who are better connected and supported through a network of family, friends, and other relationships will do better in crisis situations. As Michael Ungar concludes after decades of research on resilient people, "success is dependent on the support [individuals] receive from the people around them. Resourced individuals do much better than individuals without resources, regardless of personal qualities." The more overall "margin" people have in their lives, the more they will be able to contribute to the organization during disaster and crisis situations. This means that leadership must consciously determine and invest in improving the overall well-being of employees before, during, and after a crisis. This investment, like all other investments in resilience, is not free.