The Tide Leadership Framework by Bjorg Eggerts
A leadership model for times of uncertainty, transition, and complexity.
1. Lead from Inner Stability
Leaders begin by cultivating connection to themselves — awareness of thoughts, sensations, values, and emotional cues. This inner grounding creates authenticity and calm decision‑making, especially under pressure.
Draws from: your writing on connecting to self, mindfulness, and emotional regulation. 1
Practices
• Daily pause or centring routine
• Reflection on values and intentions
• Respond rather than react
2. Embrace Change as a Natural Tide
Your documents emphasise that change is continuous and not something to resist. Leaders who meet change with openness, curiosity, and humility inspire stability in others even when circumstances are shifting.
Draws from: your “Tide”‑related writing on adaptation and natural cycles of change.
Practices
• Normalise uncertainty
• Frame change as a process, not a disruption
• Encourage experimentation and learning
3. Practise Deep Consideration
You describe consideration as a layered practice: cognitive, emotional, systemic, and creative. Leaders hold a wider field of awareness, pause before acting, and allow space for new insights to emerge.
Draws from: “Consideration” document — deliberation, care, systemic seeing, creative space.
Practices
• Intentional pauses before decisions
• Mapping systemic interdependencies
• Holding others in mind with care
• Letting ideas ripen before choosing
4. Connect Deeply — Self, Others, Systems
Connection is at the heart of your work. Leaders cultivate meaningful relationships, practise deep listening, and create environments where people feel seen and valued. Connection also extends to understanding broader organisational and social systems.
Practices
• Deep listening (presence, pauses, attention)
• Honest, compassionate communication
• Seeing the system — not just the individuals
• Building trust through steady presence
5. Lead with Presence, Attention, and Stillness
Leadership effectiveness grows when leaders are able to be fully present — attentive to the moment, the individual in front of them, and the emotional tone of the space.
Practices
• Short moments of stillness during meetings
• Attentive body language (eye contact, grounded posture)
• Breathing as a regulator before speaking or deciding
6. Align Actions with Purpose and Values
Sustainable leadership comes from clarity of inner and organisational purpose. Leaders who act in alignment with their values generate trust and coherence.
Practices
• Frequent return to the “why”
• Value‑aligned decision‑making
• Embodied leadership—walking your talk
7. Foster Growth and Compassion in Others
Your coaching materials highlight empowering others through care, listening, and skill‑building. Leaders help people grow, not just perform.
Practices
• Supportive feedback
• Mentoring and coaching moments
• Creating psychological safety
• Attending to wellbeing as a foundation for performance
Framework Summary
Inner Stability → Presence → Consideration → Connection → Purposeful Action → Compassionate Growth
This sequence mirrors the natural flow: start within, open outward, slow down enough to see clearly, and then act with grounded intention and care.
Presentation – Inner Stability to Compassionate Growth by Guðbjörg Eggertsdóttir
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