Journal of International Business Research Volume 19, Issue 3, 2020 1 1544-0230-19-3-124 BUILDING ORGANIZATION RESILIENCE WITH EMPLOYEES’ TRUST Hussin Jose Hejase, Lebanese University EDITORIAL COVID-19 pandemic raised the stakes of failure to many organizations. Consequently business continuity strategies are reviewed and changed to cope with losses within the broad value- chain, trustfulness with external as well as internal customers, role of technology and artificial intelligence and of a highest priority top management and leadership approaches to change and organizational culture. Nevertheless, this essay is more about the internal customers of organizations, the employees, and how to engage them to build more trust under the new conditions of online work. Based on the last months experiences collected around the globe, employees were forced to work from home, have been exposed to new physical and psychological conditions which may have hindered their performance depending mainly on two factors being how managers engaged employees and the mind set of employees themselves. McKinsey (2020) reported that people (employees) are thinking about leaving the workforce for a variety of reasons. “While many organizations are providing additional resources related to remote working and employee well- being, there is more to be done to meet employees’ needs for sustainable, flexible, and empathic work environments, especially for parents and caregivers”. Nevertheless, employees burn out is one potential outcome (30-40% of the workforce) and employees exhaustion (40-55% of the workforce), though, specifically, women are on the highest end of the statistics. Furthermore, Murphy (2020a) asserts that “the current pandemic and scores of employees working remotely have shown that employee engagement is not entirely dependent on having a great manager, but it is dependent on employees' personal outlooks and mindsets” (Para 1). Murphy contends that employees' mindsets (like optimism, resilience, proactivity, assertiveness, ambition, etc.) actually matter more than having a great manager. And those personal outlooks (not their managers' actions) are driving their employee engagement. The aforementioned is validated with parametric evidence where research shows that “trusting one's boss do es explain about 22% of an employee's inspiration at work. So that's good. While, employees having high resilience (i.e. surviving difficult times with little trouble), explains 25% of an employee's inspiration at work. That's much better” (Para 9). Other research about the type of leadership needed was explained by Hu et al. (2020) and Science Daily (2020) reporting that "A global pandemic can lead some people to think about their own mortality, which will understandably make them more stressed and less engaged at work”. In fact, Fessler (2020) reviewing Amabile’s research stresses that during the hard pandemic time, everyone has to realize that people now have an additional part-time job that might be called “Citizen of the Covid-19 Pandemic”. That is, the Covid-19 citizenry is all about monitoring and safeguarding one’s health and safety, reviewing the flood of information about the virus, carefully managing one’s finances, offering emotional support and social contact, and educating and caring for one’s children while working full-time, among other responsibilities. Therefore, under such conditions, business leaders who have exhibited what is called "servant leadership", who are attentive to employees' emotional needs and unite them behind a common purpose , “made a