Organizational resilience is increasingly recognized not as a static trait, but as a dynamic capability that must be cultivated through deliberate leadership practices and organizational culture. Central to this capability is the concept of organizational sensemaking—the social, cognitive, and action-oriented processes through which organizations interpret and respond to ambiguity. This paper explores the theoretical and practical intersections between Karl Weick’s foundational concept of sensemaking and the Resilience-Building Leadership Professional (RBLP) framework. By examining the five RBLP modules; Team Climate, Team Cohesion, Individual Purpose, Team Learning, and Organizational Learning, this paper demonstrates how sensemaking operationalizes resilience, moving teams from passive victims of disruption to active, agile problem-solvers.