Keeping access to good decisions, perspective and collaboration when the load is highest.
“An eye-opener on many levels.”
Lars Christian von Gersdorff, VP, AGC BiologicsWhen under too much pressure, we react in three recognisable patterns.
You know all three already – in yourself, and in the people around you. The work is catching them early enough to do something about it.
Two models. One tool.
Physiology first, always. You can’t think your way out of stress while the nervous system is in survival mode.
What you see is behaviour. What drives it is state. Everything in between runs on autopilot.
Culture tries to fix the top. We start at the bottom.
Red gets things done, blue recharges, green is where judgement lives. The problem is never the zone.
It is going too far out, for too long, until it tips into an automatic hijack: SNAP, AVOID or SHUTDOWN.
Check-in. Baseline. Shift.
The models explain it. This is what you do about it – mid-meeting, mid-conversation, mid-decision, with nobody in the room noticing.
Notice. Where am I right now – before I act.
Protect. Remove the interference and return to functional neutral – the point you can move from.
Regulate. Match the state to the task – deliberately, never reactively.
Basic training in how a human being actually works under pressure – the layer every other course was built on top of.
Three phases, and twelve changes in a year.
Everyone gets the same words for what happens under pressure.
One with each leader, on where the pressure actually sits.
One change implemented each month, and a short feedback session on how it went.
Standard agreement is twelve months. Two months’ notice.
Same questions before and after. The numbers are yours.
The same questions before we start and once the course has settled. You get a written debrief on what moved – and on what didn’t.
“Both I and my leadership team have been very satisfied with the course. It has been an eye-opener on many levels.”
Lars Christian von Gersdorff, VP, AGC Biologics
“I sat in myself, which I rarely do – I run a lot of these. It was just that good. Very credible, grounded in solid evidence, and still made simple.”
Anne-Mette Hoff, Chief Consultant, IDA
“I can’t do anything about the circumstances, but I can do something about how they affect me.”
Kasper Oktavio Schweitz, President, HemoCueQuestions people ask.
If your people make decisions, run difficult conversations or lead others while the load is high, it’s relevant. If nothing is ever urgent, it’s not.
No one is asked to share anything private. The work is on state and behaviour at work – not on history, feelings or diagnosis.
It’s the opposite of soft. Physiology, evidence and three concrete tools, aimed at decision-making and collaboration.
Sessions plus short practice in between. No homework, no platform to maintain, no reporting burden on your side.
Let’s talk.
Send me a few lines about what you need. I come back with questions and a suggestion for how it could work.