Resilience training for Further Education (FE) managers has become an increasingly familiar aspect of management development. This paper challenges the accepted orthodoxies underpinning resilience as a 'learnable' skill required to succeed as a manager. In particular, it addresses the concepts of toxic positivity, growth mindset (Dweck) and Grit (Duckworth, 2017), and the limitations of psychological safety (Edmonson, 2018). Further, it questions how a neoliberal framing of work and life blames individuals for lacking personal resilience in a world that is inevitably changeable, uncertain, complex and beyond the control of any one individual. Building on the concept of 'fortitude (Daisley, 2023), the paper presents an alternative framework for responding to professional (and personal) challenges. This framework is grounded in realism, collaboration and community and is a direct challenge to the often hidden drivers of neoliberalism. We offer a reimagining of a familiar concept; recognising the potential of using individual strengths to lead to better outcomes for a group of people. The paper concludes with proposals, such as social partnerships, to support creating a collaborative community culture in FE, and beyond. This paper and the suggestions emerge from our lived experience as leaders, researchers, teachers, and trainers in the sector.