The toolbox

The tools I work with

I stand on the shoulders of extensive research and practice. Some of the tools I built myself because I was lacking them in my work. We never use all of them — we use the two or three that fit you right now.

Energy & resources

Keeping you resourced over years, not weeks.

• —The personal resource canvas
• —Energy flow map of the week — find your best hours and respect them
• —The Eisenhower matrix
• —Schwartz’s energy matrix
• —Drain vs. recharge
• —The resilience model
• —Learning how to rest
• —Living in daytight compartments

Stress & overload

Knowing your own alarms before others do.

• —My stress tells
• —My trigger points
• —You under attack — fight, flight or freeze?
• —After overload — stress, anxiety or depression
• —Tools for times of hardship and resistance
• —The hourglass model — a way through hardship own model
• —Getting stuck — how do you move on?

Self-insight & personality

Understanding who you — really — are.

• —Manual to me own model
• —My personal garden
• —Family systems theory — as a thinking tool for the many sides of your personality
• —Little boss — the roles that served you well but now get in the way
• —Attachment styles
• —Introvert vs. extrovert
• —The stories I tell myself — separated from reality
• —Journaling — how and why?
• —The human check-in
• —Unattached to outcomes

Relationships & communication

Handling the difficult social situations.

• —Ladder of inference
• —Nonviolent communication — giving and receiving feedback
• —IT — WE — I: untangling conflict
• —Sensing the music in the room
• —Intent vs. impact vs. blind angles
• —Trust: consistency — competence — sincerity
• —Impact canvas own model
• —The impact matrix own model
• —The CIA model
• —Curiosity: content vs. context

Leadership in practice

Human leadership tools for the role you are in now.

• —3 roles of the CEO
• —Situational leadership (Hersey & Blanchard)
• —The delegation matrix — when do you let go?
• —Changing altitude as leaders
• —The VUCA model
• —William Bridges’ transition model
• —What really matters (Ray Foote)
• —Mentor, therapist, coach, adviser or thought partner — what do you need?

Business sparring

When the human side and the business have to add up.

• —Playing to win
• —Lean canvas
• —Situational leadership applied to the team