リーダーシップは内から
The most important work you'll do as a leader isn't strategic.
It's personal.
In my early 20s, I was an excellent individual contributor: hyper-independent, fast at execution, never relied on anyone but myself to get things done. But when I became a leader, these exact behaviours turned into a liability: you cannot lead a team by doing everything yourself. In fact, you end up disempowering them. The same independence that made me a great IC made me a massive bottleneck as a manager – so I had to unlearn.
Virtually every leader carries such a liability of their own: some avoid giving critical corrective feedback (because they’re people-pleasers), others are incapable of delegation (because they don’t want to be a “burden”).
So when high-performers get promoted without room for inner development, they're set up to fail. Leadership – that is to influence, delegate, motivate, guide, and hold others to account – has to be built from the inside out.
During my years at Blinkist, we grew from 15 to 180 people, adapted at lightning speed, and got acquired. I helped hire 70+ FTEs and 250+ freelancers, led two teams, advised partners like Apple and Spotify, and managed annual budgets in the six figures.
All of these experiences have been poured into my development training for leaders in tech start-ups & scale-ups where high-growth, high-stakes, high-change is the day-to-day.
Because the one thing that makes organisations thrive or falter isn’t your AI strategy, ARR or TTM. It’s leadership.
In my early 20s, I was an excellent individual contributor: hyper-independent, fast at execution, never relied on anyone but myself to get things done. But when I became a leader, these exact behaviours turned into a liability: you cannot lead a team by doing everything yourself. In fact, you end up disempowering them. The same independence that made me a great IC made me a massive bottleneck as a manager – so I had to unlearn.
Virtually every leader carries such a liability of their own: some avoid giving critical corrective feedback (because they’re people-pleasers), others are incapable of delegation (because they don’t want to be a “burden”).
So when high-performers get promoted without room for inner development, they're set up to fail. Leadership – that is to influence, delegate, motivate, guide, and hold others to account – has to be built from the inside out.
During my years at Blinkist, we grew from 15 to 180 people, adapted at lightning speed, and got acquired. I helped hire 70+ FTEs and 250+ freelancers, led two teams, advised partners like Apple and Spotify, and managed annual budgets in the six figures.
All of these experiences have been poured into my development training for leaders in tech start-ups & scale-ups where high-growth, high-stakes, high-change is the day-to-day.
Because the one thing that makes organisations thrive or falter isn’t your AI strategy, ARR or TTM. It’s leadership.
Module 2
Lead From Who You Are
Your biggest liability as a leader is usually invisible to you.
Every leader has behaviours that stand in the way of team performance and retention: one can't delegate, the other one avoids the hard conversation, another one needs to be the smartest in the room. Identifying your own patterns is where authentic leadership begins.
Uncover the unconscious patterns that shape how you lead
Trace where they came from – and how they’re impacting your team
Lead from your real strengths
Module 3
Master the Middle
Leading in the middle isn't about managing up and down. It's about influencing in both directions.
You're translating vision downward and reality upward, holding your team's needs against leadership's expectations – and often absorbing pressure from both. Done badly, it's a slow burnout. Done well, it's where you become genuinely indispensable: the person who makes the whole thing hold together.
Successfully navigate between team needs and C-level expectations
Build trust and credibility in both directions
Focus your energy where you have real influence – and let go of the rest
Module 4
Build Psychological Safety & Trust
The best teams aren't the ones without rupture. They're the ones who know how to repair.
Psychological safety gets talked about everywhere and built almost nowhere. It isn't harmony, and it isn't niceness – it's the condition where people will disagree with you, admit a mistake, and raise problems early before they get expensive. It’s the foundation for high-performing teams.
Create the conditions where people take risks and learn from failure
Surface bias and build belonging across difference
Meet issues and difficult conversations with competence and care
Module 5
Lead & Develop Your Team
You were promoted for your own output. Now you're measured by your team's.
Your job is no longer about doing the work. It's about enabling your team to do it: developing them, motivating them, growing them. This is where good managers become the leaders people still talk about years later.
Create a feedback culture that drives growth, not fear
Make yourself replaceable – so your team can really thrive
Understand what drives, drains, and energises your team
Module 6
Lead Through Change & Uncertainty
Leaders think they need answers; what they actually need is composure.
This module is more important than ever as AI is disrupting entire industries and reshaping how we work. Most leaders react by projecting false certainty. What you really need to move your team through uncertainty are the skills to meet fear and resistance head-on, and to stay grounded when you don't have the answers.
Build cross-functional collaboration and adaptability to navigate internal and external shifts
Meet fear, anxiety, and resistance with compassion and candour
Lead in liberating structures – distributed, async, and self-organised
リーダーシップ研修
Leadership development for tech start-ups & scale-ups.
Module 1
Module 2
Module 3
Module 4
Module 5
Module 6
Lead Yourself First
Every leader thinks managing their team is the hard part. It isn't.
The way you handle pressure, uncertainty, and your own reactions sets the temperature for everyone around you. In other words: a team can't be steadier than the person leading it. So before you learn to manage anyone else, you have to start with the one variable you can actually control: yourself.
Develop high-resolution emotional awareness and self-regulation
Practical, evidence-based tools for resilience and decisions under pressure
Build a genuine growth mindset and sharpen your inner stance
Module 1
Lead Yourself First
Every leader thinks managing their team is the hard part. It isn't.
The way you handle pressure, uncertainty, and your own reactions sets the temperature for everyone around you. In other words: a team can't be steadier than the person leading it. So before you learn to manage anyone else, you have to start with the one variable you can actually control: yourself.
Develop high-resolution emotional awareness and self-regulation
Practical, evidence-based tools for resilience and decisions under pressure
Build a genuine growth mindset and sharpen your inner stance
