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CRISIS INTELLIGENCE OF THE LEADER ™ – proprietary program dedicated to the leaders of the XXI century

The world is changing rapidly because of constantly developing technology and a crisis started by COVID -19. The companies are supporting their leaders to work effectively in this permanent change, insecurity and ambiguity.

WHO ( World Health Organization) promotes the culture of openness, which aim is to discuss openly the issue of mental health and take up various activities connected with it. That is why, it is important  to develop the competencies of Crisis Intelligence ™ in effective management of both the organizations and teams.

CRISIS INTELLIGENCE OF THE LEADER ™ -  is a set of skills to recognize a crisis in themselves and in other people, to identify their own as well as team’s resources, and to take responsible actions, which consider employees' psychophysical condition, to maximize organizational efficiency by alleviating crisis consequences and employing its developmental potential.

Develop the key competencies of the XXI century leaders


Knowledge of the crisis




Mental resilience


Attitude towards development


Module 1. Hardened in crisis - A case of Attentive  Jacob

“ [...] Three months ago a competitive company introduced to the market a new product which became a bestseller very quickly and gained 15% of the market. Jacob  and his team had to make the outcome. The atmosphere in the company was quite tense and the expectations and pressure from the supervisors were increasing. Jacob felt frustration. Despite working long hours, he is not able to make the predictable outcome concerning the sales. [...]  He is becoming nervous, often loses temper, he is not sure of his decisions and has problems in making them. [...]  He feels a huge pressure of the outcome from the side of the supervisors. He is tired, frustrated and sleeps badly. He also lost his motivation to work and energy to any activity. He is dreaming about giving it all up and leaving, however, he is the one to support his family and he has a mortgage.”

You will get to know: What is a crisis? How to recognize its symptoms? How to deal with it effectively? How to support the coworkers  crisis? How to change it into development?


Module 2. Reasonable in crisis  – A case of  Hardy Jacob  

"[...] The team is  difficult. There are several strong personalities who had aspired to the role

that Jacob  received.  Some of  his co-workers  are clearly hostile to him.  They often challenge decisions he makes and multiply problems and present the ‘impossible attitude’. Jacob, at the same time, has to prove his point to himself and co-workers. His boss calls him every day pressing on his results and expecting he will have a stronger attitude towards his employees. [...] The atmosphere in the  team is unhealthy and tense. People do not talk to each other and Jacob does not know how to handle it. He feels a lot of tension. If he gives up, he will prove his  weakness. On the other hand, if he decides to continue this style of managing, he can lose the best representatives. [...] His job is very nerve-racking and costs him a lot. Also at home things are not going well. Magda, his wife, has just got a new project and a rise. She travels a lot. [...] They spend less and less time together. Even childcare  is a problem. Yesterday,  he forgot to pick up  Tymon from a kindergarten. [...]" *

You will get to know: How to ride the waves of stress? How to change your response to stressful situations? How to handle stressful situations? How to communicate under stress effectively? How to cope with stress at work? How does stress affect behavior? Does stress make sense? 


Module 3.  The emotional sparing – A case of   Empathic Jacob

"[...] Recently,  Cuba has  noticed  that  Patricia began  to be  late  for  meetings. 

She was on a sick leave three times last month.  She was completely unprepared to the presentation for one of the clients twice. She slipped up the price of the offered product.  It got on Jacob's nerves. Jacob really  got  pissed off. He made it clear what he thought of her approach to work. It took him a bit. [...] Jacob doesn’t want to be  her babysitter  anymore. He is in charge of the whole company and responsible for all ambitious goals. He wants to be a major player on the market. It means that  he has to keep everything in check both people and their emotions. Here, in the company, there is no place to feel sorry for yourself. He assumes that his employees should leave their home problems outside work.  He doesn't want to hear about them. He pays them well and has expectations. They should be fully focused on their work and tasks. If not  they are free to go. [...] Jacob is sure of making changes in the team. He has already spoken to several people and candidates about replacing Patrycja. […]" *


You will get to know: How to recognize and explore emotions? How do emotions control you?  How  to    deal with  emotions  in  a crisis effectively?   Can you work on your empathy? 


Module  4. Conscious  in  action  -  A case of  Authentic  Jacob

"[...] Since the  beginning  of his work in a  new  place, Jacob has had a problem with the boss- the factory director. All  promises  given to him to have a free choice of making decisions are not kept.   Although he informed about the fact that it is so crucial for him. The autonomy is crucial for him.  He doesn’t know how to assert his independence.  The boss doesn’t  trust   him, looks  at  his  hands and pries into his business. [...]  Jacob has to be submissive in order to save his job. His superficial   calmness gets his blood up. The boss is the boss, he can’t do anything. He feels helpless.

Yesterday, the boss  told him to dismiss twelve  employees  from the production department  and  three  people from  the  quality department,  motivating it  as the  company's headquarters decision. [...] He knows that the  company  treats  people  unfairly  and  impersonally. To be treated on equal terms and clarity are core values for  Jacob.  [...]  Although he tends to be disappointed  about what  happens    in the  company, he fulfills his duties and obligations.  Today he fires, tomorrow he can be sacked.  It doesn’t depend on him" *


You will get to know: How to recognize your values and beliefs? How to build on them? How to be effective still being authentic? Is being authentic always a good choice? 


Module 5. Effective  in  action  - A case of  Brave Jacob

"[...] Cuba  is  convinced  that he should  always show  himself in a good light. Even  if he has a off day, he must be a professional leader. If you are good, they  will buy you. Jacob doesn’t like analyzing the data  and  reports. Since no one reads them he finds it useless. He gets to know them  only when it is necessary. Recently,  he has been asked to  prepare  a  product  strategy presentation  for one of the chairman, who is  on the tour in Europe and visiting his branch.

It is a huge  chance  for  him to show from a good side but  he's  terrified. [..]  When this day  finally arrives,  Jacob  is very excited about his speech. The presentation is his career gateway. He can't take the liberty of making the slightest mistake. [...]  Firstly, he  defends the data presented on the slide,  then  he withdraws from it.    He blames  his  assistant for mistakes and  ensures that the whole situation will be explained  and  the given data  will be checked one more time. He's  furious. It's a disgrace to the management! [...]" *

You will get to know: How  to strengthen  self-confidence   and  assertiveness? How to  be  brave  and sensitive at the  same time? What is the vulnerability?  Are  you  ready  to take  responsibility  and  face the  consequences?


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