{"id":5649,"date":"2024-04-06T06:07:24","date_gmt":"2024-04-06T04:07:24","guid":{"rendered":"https:\/\/www.keynote-speaker-erlangen.de\/?page_id=5649"},"modified":"2026-10-23T19:40:30","modified_gmt":"2026-10-23T17:40:30","slug":"keynote-speaker-resilience","status":"publish","type":"page","link":"https:\/\/www.speaker-keynote.de\/en\/keynote-speaker-resilienz\/","title":{"rendered":"keynote speaker resilience"},"content":{"rendered":"
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<\/path><\/svg><\/span>Tim S. Tabrizi<\/span><\/p>\n\n\n\n

Keynote Speaker
Resilience & Preventive Mental Health<\/h1>\n\n\n\n

From the boardroom to the stage \u2013 and back: Insights from the day-to-day leadership of a Group CEO. Human in tone, clear in substance.<\/h2>\n\n\n\n

<\/path><\/svg><\/span>Group CEO of infoteam Software AG \u2013 28 years of professional experience, including over 20 years in management positions in medical technology, telecommunications and software<\/span><\/p>\n\n\n\n

<\/path><\/svg><\/span>350+ keynotes in 17 countries<\/span><\/p>\n\n\n\n

<\/path><\/svg><\/span>Best Speaker Awards: BME Symposium 2017 \u00b7 OptiBuy 2021<\/span><\/p>\n\n\n\n

<\/path><\/svg><\/span>Booked by DAX companies and international SMEs<\/span><\/p>\n\n\n

\n\nEnquire now<\/a>\n\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n

<\/path><\/svg><\/span>Where resilience in organisations really shows<\/span><\/h2>\n\n\n
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Resilience does not show in a crisis, but in the time before it<\/strong>.<\/p>\n\n<\/div><\/div>\n\n

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Those who do not plan breaks are planning breakdowns<\/strong> instead.<\/p>\n\n<\/div><\/div>\n\n

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A team can bear as much as it is allowed to address openly<\/strong>.<\/p>\n\n<\/div><\/div>\n\n

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Resilience is not a trait, but a matter of conditions<\/strong>.<\/p>\n\n<\/div><\/div>\n\n

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Anyone who may never show weakness will not report it in time either<\/strong>.<\/p>\n\n<\/div><\/div>\n\n

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Constant strain is not a sign of commitment but of a lack of prioritisation<\/strong>.<\/p>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

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<\/path><\/svg><\/span>Why I speak about resilience<\/span><\/h2>\n\n\n\n

I do not speak about resilience as a therapist or as a coach, but as someone who carries responsibility for a company. The question of how much an organisation can withstand is not a theoretical one for me.<\/strong><\/p>\n\n\n\n

Over 20 years of leadership responsibility in medical technology, telecommunications and software, today as Group CEO of infoteam Software AG. In that time I have seen what persistent uncertainty does to people and to organisations \u2013 and what can still be achieved at that point. Leadership<\/a> decides how much.<\/p>\n\n\n\n

What follows from this: I do not tell your leaders that they need to become more resilient. I talk about the conditions that make resilience possible in the first place<\/strong> \u2013 and the ones that reliably destroy it.<\/p>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n\n

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<\/path><\/svg><\/span>See how I speak before you book<\/span><\/h2>\n\n\n\n
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Resilience cannot be prescribed. Conditions, however, can.<\/p>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

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<\/path><\/svg><\/span>Resilience is not a trait but a leadership task<\/span><\/h2>\n\n\n\n

The common approach is that individuals must learn to cope better with pressure. That is convenient, because it shifts the responsibility. And it is half the truth at best.<\/strong><\/p>\n\n\n\n

People can withstand a surprising amount when three things are in place. They know what matters. They can raise strain without it later being used against them. And they see decisions being made instead of things being left in limbo.<\/p>\n\n\n\n

If one of these three is missing, no mindfulness training will help.<\/strong> That is why my keynote is aimed at leaders and not at those affected. The most effective levers lie where priorities are set and decisions are made.<\/p>\n\n\n\n

This ties the topic directly to my core topic. Where responsibility remains unclear, constant strain arises \u2013 not from the amount of work, but from uncertainty about what currently applies.<\/p>\n\n<\/div><\/div>\n<\/div>\n\n

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People can withstand pressure. What wears them down is uncertainty.<\/p>\n\n<\/div>\n<\/div>\n\n

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Your event, your topic<\/h2>\n\n\n\n

Tell me where things are currently stuck in your organisation. I will tell you honestly whether resilience is the right topic for it \u2013 or whether something else is at stake.<\/p>\n\n\n\n

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\n\nEnquire now<\/span><\/path><\/svg><\/span><\/a>\n\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n
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<\/path><\/svg><\/span>What your leaders will take away<\/span><\/h2>\n\n\n\n

No method that would need to be introduced. Instead, four things that will work the following Monday:<\/p>\n\n\n\n