Crisis resilience | Leadership programmes for resilience
Building Strength,
Securing Resilience
maintain stability
Resilience is a critical success factor in uncertain and challenging times. Our leadership programs enhance leaders’ personal crisis resilience and show how resilience can serve as a foundational pillar of a strong, resilient corporate culture.
maintain stability
Resilience is a critical success factor in uncertain and challenging times. Our leadership programs enhance leaders’ personal crisis resilience and show how resilience can serve as a foundational pillar of a strong, resilient corporate culture.
Explore our areas of practice and services:
Crises are no longer the exception—they are part of today’s challenging business reality. For leaders, this translates into constant uncertainty, continuous change, and frequent disruptions. Our consulting helps leadership teams, executives, and managers navigate this landscape, establish stability, and actively drive transformation.
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In Omnicrisis, Stressed Industries, and High-Stress Environments
When sustained pressure and exhaustion are felt, and leadership and culture must provide stability. -
After Critical Events
When stability and trust need to be rebuilt — e.g., following shocks, scandals, or major disruptions. -
As Preventive Strengthening in Uncertain Times
When organizations want to proactively invest in their leaders’ resilience before the pressure becomes too great. -
After Upheavals and Reorganizations
When teams, roles, and responsibilities are reshuffled, and leadership must provide new orientation. -
During Phases of Strategic Realignment
When companies are changing direction, undergoing cultural transformation, or developing new business models. -
When Traditional Change Approaches Reach Their Limits
When speed, complexity, and crisis density increase — and old tools no longer suffice.
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“We do not find stability in controlling chaos, but in the strength that carries us when everything is in flux.”Tina Hunstein-Glasl
Consulting
Crisis Resilience Leadership Program
Our consulting approach is based on the resilience model* we developed and tested in practice, built around four core competencies.
Our Consulting Areas
Self-Leadership & Leadership Resources: Managing chronic stress, ambiguity, and loss of control.
Leadership in Uncertainty: Providing stability and trust, even when they are lacking.
Team Resilience: Collective recovery capacity, communication culture, and psychological safety.
Crisis Communication: Explaining complexity, enabling clarity, and providing orientation.
Organizational Resilience: Creating structures that withstand change.
Culture & Values Work: Reliable parameters for uncertainty and crisis.
Decision-Making Under Pressure: Learning to act effectively with incomplete information.
Building Inner Strength and Team Resilience
Resilience TrainingExperience how to develop inner strength as a leader and embed resilience within your organization.
Crises are no longer exceptional events; they have become part of everyday business. Leadership therefore requires a stable foundation — and this training is designed precisely for that. At its core is the model of four core competencies — Acceptance, Mindset, Clarity, and Solidarity — which empower leaders and make organizations resilient.
In the training, you will reflect on your personal leadership role, work on real-world scenarios, and develop approaches to systematically integrate resilience into your leadership practice and across the organization.
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Target Audience
Management and leaders at all levels, particularly from Communications, ESG, Compliance, and HR.
Available in-house or as training at our Munich office.
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Trainers
Tina Hunstein-Glasl
Dipl.-Psych. Marion Satzger-Simon
Key Insights
Crisis PR in Practice: Strategic Guidance for Communication Professionals, Decision-Makers, and Leaders
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Crisis resilience means strengthening your own resilience in a dynamic and uncertain world – both as a company and as a manager. In times of constant upheaval, global dependencies, and a permanent flood of information, it is no longer enough to react to individual events. The crucial question is: How do we create structures, cultures, and attitudes that ensure stability, even when routines no longer work?
Best User – always diving deeper.
Corporate resilience is reflected in how well organizations absorb crises and learn from them. It is created through regular risk analyses, monitoring early warning signals, and running through realistic scenarios. It requires a solid value base and the anchoring of the four basic competencies for crisis resilience.
Resilience in leaders begins with their inner attitude. It is based on self-awareness, clarity, and the ability to remain present in times of uncertainty. Resilient leadership means withstanding tension, providing guidance, and building trust—even when not all the answers are available.
In the omnicrisis, in which economic, ecological, and social crises are intertwined, crisis resilience is becoming a key competency.
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Resilience does not come from control, but from the ability to remain capable of acting when everything is in flux. It manifests itself where people and organizations learn to work with uncertainty instead of suppressing it.
Especially in times of omnicrisis, reorganization, strategic realignment, or after drastic events, leadership is under particular pressure. When structures change, teams are reassembled, or exhaustion sets in, orientation, inner clarity, and resilience are needed.
Leaders who can manage themselves effectively create stability for others. They are able to withstand tensions, make decisions even when information is incomplete, and maintain trust. This forms the foundation of organizational resilience.
Equally important are team spaces where open dialogue is encouraged—about stress, learning processes, and boundaries. When this is achieved, psychological safety grows, and teams become robust, high-functioning units.
Organizational resilience is realized when structures anticipate change: decision-making paths that do not block action, processes that remain adaptable, and communication that makes complexity understandable without oversimplifying or trivializing it. Culture and values work are also central areas of action.
Resilience is less about flawless procedures and more about the ability to steer as a leader and keep the organization operational even when everything is unstable. Or, to put it more simply: strength does not arise when chaos disappears—but when we learn to stay steady amid the chaos.
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In the omnicrisis, in which economic, ecological, and social crises are intertwined, crisis resilience is becoming a key competence. Today, it is a central factor for success in leadership. Those who lead in an environment that is constantly changing must learn to find stability not only in external structures, but also within themselves.
The first step is to consciously manage your own resources – physical, mental, and social. The psychological dimension concerns self-awareness, emotional regulation, and mental flexibility. Resilient leaders recognize when stress tips over into counterproductive automatisms – such as excessive control, withdrawal, or excessive demands – and develop strategies to remain capable of acting. They can tolerate uncertainty without transferring it to others. This creates security within the system.
At the level of leadership competence, resilience manifests itself in clear communication, empathy, and the ability to make decisions under pressure. It is about translating complexity, setting priorities, and managing ambiguity – in other words, leading in situations where there are no clear answers. Resilient leadership means providing guidance without creating false security.
Good self-leadership is also a foundation of organizational resilience. Managers shape the emotional temperature of a company. Their ability to remain calm and clear in crises has a direct impact on motivation, culture, and decision-making quality.
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Crises are no longer exceptional circumstances. They are part of our everyday lives. Today's leaders face constant challenges: uncertainty, change, and disruption. Managers are key points of reference in times of uncertainty. They convey not only content but also attitude – and thus have a decisive influence on whether change or crisis can be managed constructively. Their task: to provide security, strengthen trust, convey meaning, and be present.
Best User – always diving deeper.
A resilience workshop shows how managers can provide guidance, create stability, and enable change in the midst of ongoing crisis.
At the heart of our resilience training is our tried-and-tested model of four basic competencies:
Acceptance – seeing what is, in order to remain capable of acting.
Attitude – values as a compass when routines break down.
Clarity – orientation despite complexity and information overload.
Solidarity – connection and collective capacity for action as a counterforce to fear.This foundation makes leadership effective and companies resilient – whether in everyday crises or in the face of ongoing challenges such as climate change, conflicts, or global market and supply chain shifts.