Lead Well. Successful Leadership
Resilience begins both internally and externally
How do companies manage to deal with crises confidently while remaining healthy, cooperative and future-proof? This question was the focus of the third event in the Lead Well – Successful Leadership series, which took place on 1 July 2025 with over 40 participants from business, politics and consulting.
The focus was on the topic of
‘Resilience’
in all its dimensions: strategic, communicative and personal.
Crisis-proof through preparation
Volker Petersen on corporate resilience
Volker Petersen, long-standing managing director, crisis manager and firefighter, kicked off the event. In his entertaining and compelling presentation, he showed why crisis management should not only begin in an emergency. Whether it's a blackout, a supply chain disruption, a cyberattack or a wave of illness – the list of possible disruptions is long, and their consequences can sometimes threaten the very existence of a company.
His appeal: Companies need concrete structures for emergencies – not manuals that gather dust on shelves, but processes that are put into practice, clear roles and regular exercises. Using concrete practical examples and his experience in disaster control, Petersen made it clear: ‘Not planning is the most expensive mistake.’ Those who know their critical processes, have established an internal crisis team and regularly run through scenarios will have a head start in an emergency – and, last but not least, protect their workforce.
To the presentation
When cooperation ends
Julien Gapin on de-escalation and silent aggression
Julien Gapin, a de-escalation trainer with professional experience in psychiatry, then demonstrated the importance of resilience within organisations. His thesis is that aggression does not begin with loud arguments, but with the breakdown of relationships. Silence, withdrawal and inner resignation are all early signs of a breakdown in cooperation.
Gapin reminded us that humans are biologically designed for bonding and cooperation. If this connection is disrupted – for example, through contempt, loss of control or injustice – the brain activates protective mechanisms that result in flight, fight or freeze responses. Companies that recognise these patterns can take early countermeasures: through genuine appreciation, communication hygiene, a culture of error management and spaces for reflection in everyday working life. His message: ‘Leadership is not a function, but relationship work.’
Self-regulation instead of self-optimisation
Christine Schickinger on mental strength
Christine Schickinger concluded with a plea for healthy self-management. Instead of the ubiquitous self-optimisation that makes people ill in the long term, she advocates self-regulation – i.e. the ability to consciously control and calm inner processes. Because: ‘Only those who are in touch with themselves can lead others well.’
Using her NeuroPositiv method, she showed how people can learn to regulate their nervous system, recognise stress and act constructively. Especially in times of constant sensory overload, social comparison culture and growing exhaustion, this is a crucial factor in resilience – for managers and employees alike.
To the presentation
Conclusion
Three perspectives – one common denominator: resilience does not begin with a crisis, but in everyday life. In structures, relationships and habits. Those who are prepared, stay connected and can regulate themselves create security – for their own company, for their employees and for themselves.
The next event in the ‘Lead Well. Successful Leadership’ series will take place on 7 October 2025 as a full-day in-person event with workshops in Munich. It will be dedicated to Mental Health Day.
