Ten moduł  pozwoli Ci skutecznie radzić sobie z wyzwaniami, presją i trudnościami na co dzień w oparciu o 4 filary uznanego modelu MTQPLUS. Podniesiesz swoją odporność psychiczną, dzięki czemu skutecznie przewodząc, będziesz gotów stawić czoła nawet największym wyzwaniom.

Dowiesz się jak budować swoją odporność psychiczną inaczej rezyliencję.
Podniesiesz skutecznego radzenia sobie z trudnościami, stresem oraz presją życiową.
Zwiększysz adaptację do zmian i utrzymania równowagi emocjonalnej.
Zyskasz pewność jak prowadzić innych aby potrafili świadomie radzić sobie z trudnymi sytuacjami i presją.

Even the best teams have difficulty working together, so leaders need to know when and how to support them. A team only exists when it has a common goal. Wsithout it – its just a group of people with no team spirit. Did you know that the greatest motivator for individual efficiency and effectiveness is responsibility towards the team? Synergy is the use of diversity in achieving goals together. It helps companies reduce costs and achieve more. Synergy at the level of the team and teams is a guarantee of healthy growth of the organization. To achieve this, it is not enough to combine specialists with high competences. Synergy is created only when everyone can be themselves and consciously put their talents and potential into cooperation. Successful teams don’t waste time thinking about relationships – they are building them, they don’t waste time thinking about diversity – they know how to use it. And above all, they are ready for bold, open and empathic communication. Team synergy at the organization level gives extraordinary flexibility and agility in the world of BANI.

The structure of any organization is to ensure the implementation of the strategy. Full stop. Ideally, it should reflect the informal patterns of cooperation, decisions and communication. Well-tuned, it shortens decision-making paths, increases the effectiveness of communication and value for the customer. Don’t get attached to a functional structure just because most companies work that way. Look at the processes, the value chain and the customer – this way arrange the blocks ;-). A leader must have a vision of the future, because with this vision he sets goals for himself and others. Clear strategic goals make it easier for each employee to find meaning in the implementation of their tasks and connecting their results with the higher goal of the organization. A good strategy must combine the potential of the organization with what is in the environment and be the best possible path to the implementation of the adopted vision and mission. The role of leaders here is to watch over development scenarios and manage strategic priorities on an ongoing basis.

By developing others, leaders affect the future growth of an organization. The more windows they open, the more light comes in through them ;-). Inspire instead of motivate – and invite instead of delegating. Think of your people as partners with whom you have to do something together. Forget the word: human resource. It’s old school where man was the puzzle of the machine. The new world forces many companies to change their optics – to reinvent organisations. Help people push their limits by giving them space to become more involved in the organization’s mission and take responsibility. Leave the optics in which the leader makes decisions and let your teams decide. It’s much harder, and that’s what the best leaders do. This is how they increase the sense of influence, commitment and promote a coherent culture of shared responsibility for successes and mistakes. Leaders who empower others understand that vision is rarely achieved by one person. Strengthening leadership is about trusting your people to do it. Only then is there room for creativity. Only in such a system, you do not act reactively thinking about competition, but you create new value in an innovative way.

Every organization is a living system in which every person is dependent on others. This organism is a network of connections, flow of information, decisions, tasks…..this is synergy at a higher level. Here, all teams and functional areas play for one big goal, which is a common goal. Achieving such synergy is extremely difficult because it almost never happens by itself. The basis is to develop a culture of coresponsibility, system thinking (we are one system} and transparent, healthy patterns of cooperation, decisions and communication (so-called informal structures). These “informal structures” are much stronger than the formal ones, because they show how the organization actually works (and not as it is written on the diagrams.) It’s like a path to the forest … There is a beautiful pavement, and everyone goes where it is more comfortable anyway. The point is to track such paths. Agility is the response time of an organization to a specific internal or external factor. It’s like the ability to be fast and agile, to change direction and change position – while the body is constantly in motion.