Personal resilience has been conceptualised in many different ways; however, a common definition is that resilience is the ability to cope successfully despite adverse circumstances (Henshall, Davey, & Jackson, 2020). Historically, the term “resilience” encompasses both physiological and psychological aspects and the latter is personal to individuals, with some people having more developed strategies for personal resilience than others. Understandings of resilience vary between populations, contexts and cultures (McDonald, Jackson, Wilkes, & Vickers, 2012), with resilience being viewed in some cases as an inherent personality trait and in others as a dynamic process existing on a continuum between resilience and vulnerability. The former infers that some individuals are more vulnerable or “do not have what it takes” to overcome adversity (Masten, 1994), whereas the latter suggests that levels of individual resilience can ebb and flow depending on a person's contextual circumstances and environment (Rutter, 1985). This latter concept of resilience as a fluid process has implications for the way in which we consider resilience in the nursing workforce. The current very high demand for nurses, exacerbated by the COVID-19 pandemic, has really highlighted the need to ensure a robust and resilient workforce. Current and projected shortfalls in the number of nursing staff that are required for the delivery of high quality care, has compounded the challenge of responding, to better support staff in meeting increased healthcare demand. The pressure is on nurses to provide high quality, complex patient care within the context of scarcer resources in terms of staffing, infrastructure or financial reward (Burmeister et al., 2019), even in the context of major challenges such as those presented by a pandemic. In addition, nurses commonly experience incidences of workplace adversity that can challenge and impact on their levels of resilience (Hart, Brannan, & De Chesnay, 2014). Excessive workloads, increased use of casual staff, decreased autonomy, bullying, violence and almost continual organizational change have all been linked to workplace adversity, creating workplaces that can be experienced as hostile, unrewarding and even abusive by nurses. The need to meet service demands under highly pressured, and often suboptimal and even unsafe conditions combined with a lack of career structure or progression, can lead to registered nurses facing stress and burnout. This has resulted in many nurses leaving the workforce at a time when their skills, training and professionalism are most in need (Jackson, Firtko, & Edenborough, 2007; Jennings, 2008).