THE POWER OF STILLNESS
- Tanya Jonker-Bryce
- Apr 4
- 3 min read
Updated: Apr 5
"Silence and stillness create space for what truly matters." TPA industrial psychologist and executive consultant Dr El-Karien van der Linde shares her thoughts on leadership, learning, stillness, and the power of becoming comfortable with discomfort.
Three years ago, TPA set out to redefine our value proposition. This was before AI became pervasive, when complexity stemmed not from algorithms or prompt engineering, but from human ambiguity, competing priorities and organisational uncertainty.
We landed on sensemaking as our ultimate differentiator – the deliberate, nuanced, and reflective process of making meaning of complex performance challenges, in and for the moment.
Today, despite – or perhaps because of – the rise of artificial intelligence, particularly generative AI, true sensemaking has never been more valuable, nor more in demand. It remains our greatest strategic advantage. Because even in an AI era, sensemaking isn't about more data. It's about depth, judgement, and discernment.
Not surprisingly, one of TPA's best sensemakers is also the most profoundly human.
Dr El-Karien van der Linde – who celebrates a decade of impact with TPA this year (including her time away to pursue her doctoral studies) – brings something extraordinary to every space she enters.
In a world dazzled by data, speed and optics, she leads from a place of empathy, authenticity and integrity. And she enhances, exponentially, every person and every project she comes into contact with.
To celebrate her invaluable tenure at TPA, we forced her into the spotlight (no easy feat!) and pinned her down for her thoughts on leadership, learning, stillness, and the power of becoming comfortable with discomfort.
On returning with purpose
Q: What did your return to TPA mean to you, after completing your doctorate? How did that experience reshape the way you think about impact in our work?
"Returning to TPA felt like a homecoming, but with a deeper sense of purpose. The doctorate was not just an academic pursuit – it was a way to refine my thinking, challenge my assumptions, and explore how complex ideas translate into meaningful action. In our consulting work, I see academic depth as a foundation for practical impact. It’s not about theory for theory’s sake, but about equipping leaders with the ability to see patterns, ask better questions, and navigate complexity with confidence."
On leaning into lifelong learning
Q: What does lifelong learning mean to you?
"Lifelong learning is about curiosity, humility, and an openness to change. It’s not confined to formal education, but extends to how we engage with ideas, challenge ourselves, and adapt. For me, it’s about staying present, continuously refining my perspective, and embracing growth as a way of being.”
Q: Where do you find the richest forms of learning?
“Learning happens in dialogue, in observation, in introspection. It’s not always structured – sometimes it’s in how we show up, how we listen, and how willing we are to be shaped by the work and the people around us.”
On the power of becoming comfortable with discomfort
Q: What makes transformation real and sustainable, in your experience?
“Over the past decade, I’ve learnt that real transformation happens in moments of reflection and discomfort. Sustainable change – for individuals or organisations – requires space. Space to slow down, think deeply, and let something new emerge.”
On inner stillness and outer impact
Q: You often speak about stillness – how does that shape how you lead and consult?
“Silence and stillness create space for what truly matters. Some of the most powerful insights emerge in moments of quiet. As a consultant, I use stillness as a tool – to honour reflection, invite deeper thought, and allow people to find clarity in their own time.”
On leading in complexity
Q: Where do you see the real value of academic depth in consulting?
“Academic depth is only useful when it translates into practical impact. I see our role as equipping leaders to see patterns, ask better questions, and navigate complexity with greater confidence. It’s about making meaning – not just making decisions.”
Q: How did your doctoral journey shift the way you think about applying theory in our consulting work?
“Theory provides a lens, a structure for making sense of complexity – but it’s lived experience that gives it meaning. In our work, especially with leaders navigating uncertainty, the real value lies in bridging the two. It’s not about imposing models, but about using them as catalysts for reflection and action.”
