​Leadership in organizations is almost always shaped by a group of people.

 

We, therefore, focus on leadership and less on individual leaders. Of course, the different individual performances of resilient leadership form the sum of resilient leadership in an organization. The conversation about everyone's narrative is therefore an essential instrument to develop leadership resilience.

 

Is the leadership you are part of spending too much time putting out fires? Is there mainly improvisation and too little anticipation? Do you notice that this causes the different strategies (as mentioned in the ICOR model) to rub against each other? That you and your fellow managers cannot show the leadership behaviour that you would like?  is becoming less and less inspiring?

 

If you recognize this, attention to the resilience of leadership is necessary.

 

In the support for resilient leadership, we guide in an agreed time period how you and your colleagues in the leadership team gain insight into the desired resilient professional resilience of the leadership team. In 7 steps the leadership team is challenged to increase resilience, reduce stress and work more effectively and with more inspiration. the development of leadership teams.