WEBINAR: ‘Ownership in dynamic transitions’

Lunch Time Learning from ESP Renewables

We are delighted to be kicking off our lunchtime webinars in January, with Twan van Tilburg starting our 2022 session with ‘Ownership in dynamic transitions.’ 

Twan comes from a military background and has a passion for helping organisations and individuals reach their potential.

Register for Webinar

The 45-minute webinar will cover the following:

You cannot train special forces at scale. You cannot suddenly create a competent team; it takes time. You can’t operate a team outside other stakeholders. The power of special forces is in creativity and innovative solutions.  Adaptation in taking ownership in dynamic transitions. Some lessons to learn: 

Self-Reliance, self-awareness 

Controlled activation 

Situational awareness 

Bad times always come to an end 

Trainability 

Breathe and self-reflection 

Always use humour 

Ownership: a personal story 

Far too often, we allow the opinions of others to dictate our lives. The voices of our peers, parents and professional patrons seem to dominate our thoughts and consequently our decision-making process. Patterns that already started in our youth. Our conscience guides our ability to reason, rationalise or rebel through how we call our intuition. This infinite source of wisdom is designed to navigate us through life while we’re in our earthly adaptation. 

Communication 

Transitions of work, personal situations, and business assignments need awareness and skills on the importance of using Emotional Intelligence (EI) in both private and business communications. The benefits of knowing how to implement EI, develop empathy and accountability in communication will provide you with self-awareness with the required skill set to close any communication gaps in this fast-paced Experience context and economy. 

Safety, learn the essentials of psychological safety in remote work 

Leaders should view remote work less as a new way of working and more as a reason to be more deliberate about things like culture, trust, and accountability. Learning to build psychological safety for remote teams is a must.

The importance of proactivity and vitality. 

Organisations are continuously under pressure to adapt to changing circumstances. Job proactivity and vitality are important in changing environments. For instance, vital employees can better deal with change because they possess more energy. Since employee proactivity and vitality may be such important assets for organisational change, the question arises whether it is possible to enhance their levels. 

Q&A

We hope that you will be able to join us for this free webinar on the 20th of January. You can register your interest on LinkedIn here

A little about Twan

Twan (1971) started his military career as a conscript with the Corps Commando Troops, continued as an operator. He then grew through the ranks within the defence apparatus and eventually left the service as an experienced officer in the Marine Corps. Walking his way as he did, he could lead and coach himself and his teams under all circumstances from confidence in himself and the other. 

Through experience in multiple operations and deployments, he doesn’t believe in just being a leader himself; 

‘ I believe in training and coaching teammates by sharing my enthusiasm, passion and knowledge and teaching them the necessary skills. A team is only so strong as his weakest link. A good leader also knows their vulnerabilities; only they see their opportunities to use these for leadership and thereby inspire and guide others.

After his career at Defense, Twan shared his experience within the high-risk sector as a trainer, coach and confidential advisor. In total, he has been operating within this spectrum for more than 30 years, both at home and abroad. In doing so, he has been able to use his passion for human behaviour within this dynamic industry on well-being, safety, leadership, communication and personal development. From the operational level to the highest management, he always knew how to put people at the centre with their own identical behaviour so that growth and self-reflection could arise—creating a safe environment for the individual, the team and the organisation.

Freedom, passion, connection, harmony and strength. These are his core values. For example, he felt the calling to be there for others from an early age. He has learned to keep his emotion waves narrow as a protection mechanism. There is always balance, tranquillity, peace, love and harmony. Nothing could be further from the truth, and he is therefore happy that he has been able to discover his own emotions, identity and vulnerability so that he has increasingly become himself. He likes to take people along in his experiences and facilitates the individual and the organisation to present themselves again from their own strength.

‘It is wonderful to empower others to take the lead’

Twan van Tilburg

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