After a long period marked by holidays, instability, and a shaken sense of security, organizations in Israel are trying to return to routine. On the surface, everything seems back to normal - schedules are filling up, meetings are resuming, and systems appear to function.
But behind the screens and closed doors lies a different reality: burned-out employees, exhausted managers, and a growing disconnect between leadership and the field. In fact, the real test for managers begins now - not in how they survive the crisis, but in how they restore energy, focus, and trust as the storm starts to fade.
Organizational psychology teaches us that the post-crisis phase is the most fragile stage. It’s a moment when an organization wavers between two paths: renewal and growth on one side, or erosion and slow disintegration on the other. According to Gallup’s 2024 data, 44% of employees worldwide report high levels of burnout - placing Israel among the Western countries with the highest burnout rates.
This burnout isn’t just fatigue; it’s a real decline in productivity, creativity, and engagement. McKinsey defined this phenomenon as the “rebound effect”: after crises, organizations tend to accelerate too quickly, leading to sharp drops in performance and unnecessary turnover waves.
Israeli managers face challenges after two years of war
Recent studies in the Harvard Business Review show that managers who dedicate the first month after a crisis to listening, clarifying emotions, and creating transparency succeed in restoring pre-crisis productivity levels within six to eight weeks. In contrast, managers who rush back to old goals and rigid KPIs prolong recovery for up to six months or more - a dramatic gap, especially in Israel’s tense, competitive market.
The Deloitte 2024 report adds an economic dimension: organizations that integrated mental-wellbeing indicators into their performance evaluations saw a 21% increase in productivity and a 19% drop in voluntary attrition. In a world where recruiting talent is costly and complex, this is a clear competitive advantage. Employee well-being is no longer a “perk” - it’s a measurable economic engine.
In Israel, where security, economic, and social pressures blend into everyday work life, the question is not whether an organization will face upheavals - but how. Managers must recognize that the return to normalcy is not a technical process but a deep emotional and cultural one. Employees who have endured prolonged stress, uncertainty, or disconnection do not automatically bounce back. They need space to process, understand, and rebuild their sense of safety.
This is also an opportunity for leaders to rethink their leadership style. In the past, managers were measured by control, pace, and results. Today, the metrics have changed: leaders are evaluated by their ability to build trust, transparency, and organizational resilience. Emotional intelligence has become a core managerial skill. According to Gartner, organizations that conduct monthly “pulse checks” - short surveys measuring workload, satisfaction, and sense of purpose - shorten organizational recovery time by 30% and reduce turnover by 25%.
One of the most common mistakes among Israeli managers is assuming that routine will return on its own. In reality, rebuilding organizational culture requires active effort. It means sitting with teams, speaking openly, acknowledging difficulties, and creating a sense of direction. It’s not just about “returning to targets” but also about asking how each employee connects to them. When employees understand the broader context, they show accountability and creativity; when they’re left in the dark, burnout spreads faster.
Managers themselves also need change. Challenging times leave a personal mark - and sometimes a sense of loneliness. Leaders must allow themselves support, whether through professional coaching, peer groups, or leadership-development programs. In today’s management world, organizational resilience begins with personal resilience.
The test of this era is not only economic - it’s moral and managerial. Leaders who know how to guide with sensitivity and social responsibility will earn employee loyalty and a long-term competitive edge. Those who try to “force” a quick rebound will find that while the organization may function again, it won’t truly live.
Israel in 2025 is an extreme management laboratory - a place where edge cases become the norm, and human resilience is the real currency of the economy. The managers who understand this will lead not only stronger organizations but a healthier, more sustainable world of work.
Because ultimately, the ability to restore trust, rhythm, and meaning may be the greatest leadership challenge of our time.
The writer is CEO of Torus.