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Resilient Leadership: Leading People Under Pressure
2,856 students
Resilient Leadership: Leading People Under Pressure
resilient leadership | burnout | stress management | employee wellbeing | crisis leadership | emotional intelligence
Last updated 9/2026
English
English [Auto],
What you'll learn
- Tell stress and burnout apart in yourself and in the people you manage
- Identify the organisational conditions producing burnout, instead of blaming stamina
- Train your managers to handle stress in their teams, and monitor whether they do
- Build a reporting system with pulse surveys so the problem is visible before it is acute
- Use emotional intelligence deliberately: resonance, recovery, empathy-based conversations
- Make redundancy and cost decisions defensibly, and communicate them without losing the room
- Design a wellbeing programme with a cultural audit and real impact assessment
- Switch leadership style to match the stage a team is at, and hold standards without micromanaging
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
14 sections • 40 lectures • 23h 0m total length
Requirements
- Responsibility for a team, especially one currently under sustained pressure
- No psychology background required. The models are practical and introduced from zero
- Willingness to examine what your own management is contributing to the problem
- English at intermediate level or above, since all lessons are in English
- This is a professional course, not clinical treatment. If you are in crisis, speak to a doctor first
Description
This course contains the use of artificial intelligence.
A manager under sustained pressure is solving three problems at once, and is usually trained for none of them.
Not burning out. Not letting the team burn out. And continuing to make decisions with fewer resources than the situation requires.
Why "look after your people" is not advice
Burnout is treated as a personal stamina problem, so the response is a wellbeing benefit rather than a change to the conditions producing it. The line manager has more influence over their team's stress than anyone else in the organisation and has received no training in it. Nobody measures any of this until someone resigns, at which point it is described as a surprise.
Meanwhile the manager holding this together is exhausted too, has no language for saying so, and is expected to model the calm.
Understanding the mechanism, then the self
Thirty-eight lessons. Six on how stress and burnout are actually produced at work: what the research shows, the difference between the two, the organisational factors driving each, the disproportionate role of the line manager, training managers to handle it, and a pulse survey system so the problem is visible before it is acute.
Then eight on emotional intelligence, because a leader who cannot regulate themselves transmits the instability instead of absorbing it: resonance, energising rather than draining people, recovery, self-awareness, empathy-based coaching, the ideal self, shared vision, and how a person genuinely changes.
Crisis decisions, wellbeing and the craft
Then six on leading through a crisis — hiring when everyone knows the situation, cutting cost without losing the people you need, developing capability with no money, making redundancy decisions defensibly, communicating news nobody wants, and restoring a sense of safety afterwards, which takes considerably longer than the crisis did.
Then six on wellbeing as a designed system rather than a benefits line: the classical model and why it stopped being enough, cultural audits, behaviour change and nudges, and evaluating impact rather than participation.
Then six on your own time, because a leader with no slack has nothing to give anyone. And six on leadership as a craft: styles and when to switch, motivating through a task, the stages of team development, handling team burnout, coaching, and holding standards without micromanaging.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals, including through the conversations where the news was bad and I was the one delivering it.
This is a professional development course, not medical or psychological treatment. If you or someone on your team is currently in crisis, please involve a qualified professional.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
Where to start
Ask three people on your team what part of the work drains them most, and listen for conditions rather than tasks. Then ask which of those conditions you personally control. Most managers find at least one, and it is usually something they had assumed was fixed. Enrol now and start the first lesson today.
Who this course is for:
- Managers holding a team together through restructuring, cuts or sustained overload
- Leaders who have watched a strong performer burn out and want to prevent the next one
- Executives making redundancy decisions and communicating them personally
- Team leads who are exhausted themselves and have no language for saying so
- HR and wellbeing specialists building stress, burnout or resilience programmes
- Founders whose team is running at a pace that is visibly not sustainable
- Anyone who has been told to look after their people and given no method for it