Steady under pressure
Personal Leadership under Pressure.
A day on leading yourself when the pressure is on: resilience, emotional steadiness, values and looking after your own wellbeing.
- Level
- Immerse
- Learning time
- 8 hours 30 minutes
- Where
- Leading yourself
- Price
- £249
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Content Note.
This topic is about mental health at work. Part 3, Safe to Speak, Safe to Seek Help, talks about suicide and how to respond when someone is in crisis. It follows the Samaritans' guidance on talking about suicide safely and gives no detail of methods. Take it at your own pace, pause whenever you need to, and come back to it later if that helps.
If you need to talk to someone now, call Samaritans free on 116 123, any time, day or night. For urgent mental health help, call NHS 111 (in Wales press 2, in England choose option 2; in Scotland NHS 24 is also on 111). In Northern Ireland, call Lifeline on 0808 808 8000. If a life is at risk, call 999.
Overview and Outcomes.
Who It's For
Senior leaders carrying sustained strain
Overview
Senior leaders carry a great deal, often quietly and for a long time. Steady under pressure turns attention to leading yourself well when strain is sustained. It explores resilience as more than stamina, drawing on Magness, Hamel and Valikangas and a practical personal and team resilience plan, alongside adaptability and leading others through adversity. Emotional intelligence anchors the day, from Ekman and Barrett's competing theories of emotion to self-awareness and self-management, and Leading Self brings values, character strengths, self-compassion and the imposter phenomenon into view. Coaching foundations and models offer support for reflection, and the day closes with burnout, routes to support and looking after yourself.
Aims
This programme aims to help senior leaders stay steady, humane and effective under sustained pressure by strengthening how they lead themselves. It develops self-awareness, emotional steadiness and a values-anchored sense of identity, together with practical habits of recovery and support, so that resilience rests on sound conditions rather than individual endurance alone.
In summary, you will be able to:
- Recognise the signs of strain and burnout in yourself and your team, and explain how emotions, values and identity shape your responses under pressure.
- Apply self-awareness, self-management and self-compassion practices to steady yourself during a difficult period and make better decisions.
- Build a personal and team resilience plan that combines recovery, support, coaching conversations and conditions that protect wellbeing over time.
What you'll develop
By the end of this Immerse, you will be able to:
- Explain Edmondson's definition of psychological safety and describe how a leader's response to the first piece of bad news builds or destroys it.
- Explain why individual resilience work is incomplete on its own and distinguish Magness's real toughness from the appearance of strength.
- Assess your own resilience across the six areas and identify your largest gap, testing your score with someone who will be honest with you.
- Describe the four internal competencies in Boyatzis and Goleman's model and Susan David's four skills of emotional agility.
- Distinguish stated from revealed values and use Goleman's five components of emotional intelligence to assess how you show up under pressure.
- Explain the three elements of the working alliance and what the research says about its link to coaching outcomes.
- Explain Gallwey's formula of performance as potential minus interference, and his Self 1 and Self 2.
- Explain why, following Barber v Somerset County Council, knowing that someone is struggling creates a duty to take the initiative.
Built from 6 parts.
8 hours 30 minutes of learning.
- 01Holding others through hard timesLeading teams through adversity and changeBitesize · Resilience, Wellbeing and Adaptability2 modules
- 02A plan for the long haulWorkplace wellbeing and team resilience plansBitesize · Resilience, Wellbeing and Adaptability2 modules
- 03Know yourself, steady yourselfEmotions, self-awareness and self-managementBitesize · Emotional Intelligence2 modules
- 04Leading from the inside outValues-based leadership, ethics and identityBitesize · Leadership1 module
- 05The coaching conversationCoaching and mentoring basics and the GROW modelBitesize · Coaching and Mentoring3 modules
- 06Caring for your team and yourselfManager wellbeing and team support in practiceBitesize · Mental Health at Work for Managers2 modules