Operational resilience - salomons.coach

18 Sep

It is not the workload. Stop calling it the workload.

By salomons.coach
In Blog, Sustaining performance under pressure

Infographic poster with a dark blue background, large white headline reading “My team says it’s the workload,” and a diagram highlighting pressure factors (Ambiguity, Conflict, Overload) in orange.

Ask a leader why the team is stressed and you will hear one word: workload. But research on 788,000 employees shows that unclear expectations and colliding demands often do more damage than volume. Five misreadings of workplace stress, the data behind them, and five better questions to ask your team.

20 Jun

The Reliability Paradox: 5 Habits of Reliable Operations

Promotional banner for 'The Reliability Paradox' featuring a dark blue gradient, bold left-aligned title and an illuminated orbital diagram on the right.

Efficiency makes an operation look strong. Reliability under the unexpected asks for almost the opposite. Karl Weick's five principles of high-reliability organizations — and what they looked like on a real hub floor.

05 Sep

When the lights went out: leading through chaos in a VUCA world

By salomons.coach
In Blog, Leading through uncertainty and crisis

When TNT’s global network went dark during the NotPetya cyberattack, every system failed — but people didn’t. In this story, Jan Salomons shares how leadership, trust, and adaptability kept Europe’s largest logistics network running manually for days. It’s a story of crisis leadership in a VUCA world — where volatility, uncertainty, complexity, and ambiguity tested every level of society, organization, and individual behavior. As old hierarchies crumbled, new leaders emerged, purpose became crystal clear, and collaboration turned chaos into order. A powerful lesson in resilience, trust, and human connection under pressure.

21 Jun

If all IT systems fail

By salomons.coach
In Blog, Leading through uncertainty and crisis

27-06-2017, all systems fail. 56 countries, 1500+ operational facilities, 60,000 employees, .... How an organisation survived the NonPetya computer virus. How leadership makes the difference, but only thanks to the great attitude and loyalty of employees and customers. Learn what matters in developing people in your organisation to allow them to be instrumental when it really counts. When you need to survive crisis.