Introduction & Context
When Jill Schulman transitioned from the Marines to the corporate world, she saw a stark difference in attitudes toward hardship. Where the Corps instilled a “run toward the challenge” mindset, many businesses or teams avoided tough tasks. Schulman realized that facing difficulty head-on fosters growth: Marines call it “embracing the suck.” She began coaching executives on practical ways to replicate that philosophy—whether by taking on messy projects or having candid conversations that others avoid. The result: a robust workplace culture that sees obstacles as learning opportunities rather than morale killers.
Background & History
The “embrace the suck” expression came from military life, describing everything from grueling physical drills to harsh conditions. It’s a rallying cry for personal and team endurance—acknowledging discomfort yet proceeding anyway. Over time, it’s become a popular phrase in certain leadership circles. Schulman, a Marine officer in the early 2010s, left active duty but kept referencing this mantra in her business roles. Through trial, she discovered that seeking challenges fosters advanced problem-solving skills and deeper camaraderie among colleagues—mirroring military unit cohesion. Eventually, she launched a coaching practice to spread these lessons in a broader corporate sphere.
Key Stakeholders & Perspectives
- Individual Professionals: Gain confidence and skill by approaching “unpleasant” tasks systematically. They cultivate grit, which can yield promotions or entrepreneurial breakthroughs.
- Managers/Leaders: Learn that supporting teams through adversity (rather than sheltering them) can boost morale and innovation. However, this demands offering resources to handle stress healthily.
- HR Departments: Balance the push for “embrace the suck” with potential burnout risks. They often must set guidelines so high-stress tasks don’t become toxic.
- Organizational Culture Experts: Recognize that adversity can strengthen culture if handled correctly—open communication and debrief sessions matter to avoid sabotage or exhaustion.
- Corporate Trainers: Integrate real-world scenarios that challenge employees safely, encouraging them to develop new capabilities without fear of failure.
Analysis & Implications
In a business environment that often prizes ease or “lowest-effort solutions,” adopting a Marine-like resilience can stand out. For individuals, it signals readiness for leadership roles. For companies, it can foster a culture unafraid of complex issues—a boon in fast-changing markets. Yet the approach must be balanced: chronic high stress can undermine mental health, and not everyone thrives under continuous pressure. Effective leaders ensure structured reflection, rest, and recognition after tough projects. If done well, “embrace the suck” transforms from a macho slogan into a tool for creative problem-solving and unshakeable team unity.
Looking Ahead
As post-pandemic workplaces navigate hybrid models and economic uncertainties, the ability to adapt quickly is crucial. Schulman predicts more companies might adopt “voluntary adversity” programs: specialized tasks or challenges that employees elect to tackle for growth. Over the next year, success stories could multiply, encouraging employees to pursue “stretch” assignments. Meanwhile, critics might question if we risk glamorizing burnout. The best outcomes arise when leaders cultivate support systems: mental health resources, flexible schedules, and team debriefs. In the long run, those adept at embracing the suck—with healthy boundaries—could find themselves at the forefront of innovation and leadership pipelines.
Our Experts' Perspectives
- Organizational psychologists note a 20% increase in employee engagement when teams are offered meaningful challenges rather than routine tasks, provided adequate support is in place.
- Military-to-corporate transition coaches see a growing demand for resilience workshops, bridging “field grit” and business strategy in 3- to 6-month coaching programs.
- Mental health professionals warn that “permanent crisis mode” can trigger anxiety and turnover; a structured approach with clear goals and rest cycles is essential.
- Career counselors highlight that employees who regularly volunteer for tough projects often develop intangible leadership skills, sometimes boosting promotion chances within a year.
- HR consultants say the next wave could be integrated “challenge-based learning,” building on existing corporate L&D frameworks while adopting the “embrace adversity” motto.