ABOUT RESILIENCE LEADERS ELEMENTS (RLE™)
THE ORIGINS OF RLE™
Motivated by the paralysing affect the London bombings had on the people involved, we began our work on resilience in leadership in the 1990s.
The majority of organisations focused their contingency planning on systems, processes and infrastructure with little attention to preparing their people for the impact of such events.
We decided to change that.
In the 1990s, 40% of the 11,500 firms regulated by the FSA had no disaster recovery or back up systems in place. Where they did, it was almost entirely in infrastructure or IT.
RESILIENT LEADERS ELEMENTS™
We distilled our experience to identify four essential Resilient Leaders Elements (RLE™)
By bringing together a group of experienced leaders from diverse backgrounds, we set out to understand what it took to recover from such serious incidents and used our findings to create pragmatic tools and techniques that would help leaders prepare for, cope with and recover from such events.
We focused our attention on the impact on people and the human responses that contributed to successful recovery - relating it not just to disaster scenarios but also to the day-to-day challenges faced by leaders.
Clarity of Direction
Resilient Decision Making
RLE™ creates a sustainable way of living and working:
Created by leaders for leaders
Pragmatic and user friendly
Creates environments for success
Measurable and proven
Almost 30 years on, a great many things have changed, not least the pace of change. Consequently, the need for resilient leaders, able to thrive in uncertain times is greater than ever.
Thousands of leaders have grown greater resilience thanks to the Resilient Leaders Development Programme (RLDP™) and a global community of resilient leaders consultants accredited to work with individuals, teams and organisations.
Not surprisingly, in a world where data is king and evidence expected, we can prove the growth in leadership resilience through the RLE™ method.
Rachel McGill, Founder RLE and Sunray 7
An ex-army captain, Rachel has almost 30 years’ leadership development experience and specialises in the development of resilience in leaders and the tools they need to succeed.
Rachel has facilitated hundreds of courses for thousands of people and leads on ensuring pragmatic approaches to leadership development.
Rachel is no stranger to the importance of resilience, frequently challenging the norm and achieving success in different domains. In addition to founding RLE™, highlights of Rachel’s career include becoming the youngest captain in the Royal Army Ordnance Corps at 23 and being part of the 3-woman team that broke the world record for the fastest circumnavigation of the globe in a car.
Jeremy Mead, Founder RLE and Norfolk Light
Jeremy is ex-vice president for leadership development for Unilever, having spent 18 years with them in a variety of leadership and operational roles. He specialises in working with leaders and their teams to improve performance.
With almost 40 years’ experience and a PhD in Physical Chemistry, Jeremy has a deep interest in the psychology behind the programmes and the importance of statistical analysis. Jeremy favours the pragmatism of applying methods proven to work in practice (empirical models).
Jeremy has directed courses for thousands of people, worked with senior teams all over the world and coached several thousand people.
In addition to RLE™, Jeremy is also a trustee and director of several leadership development organisations and two charities including a multi-academy trust of which he is the chairperson.