Senior Executive Excellence

Innovative leadership practices have increased profit by 1700% in 12 months. This workshop will show you how as featured in our Harvard Business Review article

Business as usual is no longer an option…

It is obvious that traditional leadership approaches have not worked in today’s complex business environment. New ways of thinking and leading are needed to do more with less and ensure business growth and renewal. This highly interactive workshop provides executives, managers, and all interested individuals with an understanding of the key capabilities needed to lead a business creatively and successfully in face of today’s constantly changing circumstances and environmental demands. Details of research-validated Innovative Leadership roles and behaviours will be presented to, and explored with, workshop participants by our three acclaimed international authorities in this field.

What you will learn?

How you can implement Innovative Leadership in your organization:

• Innovative Leadership roles and behaviours
• Innovative Leadership and the psychology of change
• Leveraging the power of social networks
• Innovative Leadership and the new generation workforce
• Monitoring progress and sustainability for growth and renewal

Organisational Benefits

• Optimize growth and renewal
• Do more with less
• Create a quantum leap in innovation to stay ahead of the curve
• Dramatically increase profit
• Create the mindset and belief that directly drives top performance and ensures your business strategy is a success

Who is this Workshop for? Who can benefit?

Executives, senior managers, and interested individuals in all functional areas will find this workshop both practical and compelling.

Workshop leaders

Venue: Central London, 9:00 a.m. ‐ 5:00 p.m

10 November 2010 and 12 January 2011

Booking

• Investment: £295 including lunch, refreshments and materials
• Book four places and receive one free

Innovative Leadership workshop – 10 November 2010 

Innovative Leadership workshop – 12 January 2011

If you need more information about the workshop or prefer to pay by cheque or any other alternative payment methods, please contact us.

Emergent leadership practices have increased profit by 1700% in 12 months. This workshop will show you how as featured in our Harvard Business Review article:
“To Be a Better Leader, Give up Authority”

Business as usual is no longer an option…

It is obvious that traditional top‐down leadership approaches have not worked in today’s unstable business environment. New ways of thinking and leading are needed to transform current economic and competitive challenges into business opportunities. This does not mean that organisational hierarchy needs to be abandoned but rather that top‐down leadership is outdated. This highly interactive workshop provides executives and managers with the understanding of the key skills needed to lead their business creatively and successfully in face of constantly changing circumstances and environmental demands. Leading‐edge, research validated emerging leadership models are presented and discussed by your workshop leaders – three international authorities in this field.

What you will learn?

• Why successful organisations are founded on social learning networks
• Traditional vs Emergent Leadership paradigms
• Leading the Gen X and Millennial generation workforce
• How you can implement Emerging Leadership into your organisation
• The Psychology of Change for Emergent Leaders
• Monitoring progress and sustainability

Organisational Benefits

• Dramatically increase profit
• Truly attain full engagement from the maximum number of employees
• Optimise employee knowledge for faster more accurate decisions leading to increased sales and highly satisfied customers
• Create a quantum leap in innovation to stay ahead of the curve
• Reduced stress and sickness and improved health and motivation
• Create the mindset and belief that directly drives top performance and makes your business strategy a success

Who is this Workshop for? Who can benefit?

Executives, senior managers, and interested staff in all functional areas will find this workshop both practical and compelling.

Workshop leaders

Venue: Central London, 9:00 a.m. ‐ 5:00 p.m

9 November 2010 and 11 January 2011

Booking

• Investment: £295 including lunch, refreshments and materials
• Book four places and receive one free

Emergent Leadership workshop – 9 November 2010 

Emergent Leadership workshop – 11 January 2011

If you need more information about the workshop or prefer to pay by cheque or any other alternative payment methods, please contact us.

It is great to see that 123 fans of Harvard Business Review like our HBR article on implementation of the emergent leadership approaches.  Many positive comments were made, and here are the examples of some:

“Well said”.

“Leadership is not really about delegating tasks and monitoring results; it is about imbuing the entire workforce with a sense of responsibility for the business.” less than 20% of CEOs have realized it, I bet”.

“Our CEO must read this”.

“Autonomy and democracy .. key to success..Overall, good article”.

“This confirms the truth – to lead is to serve !!!”

“Leadership is an activity not a title and certainly not command and control”.

 “What a great idea !”

“Very interesting!”

“I have been shouting this for years… this needs to be said louder and practiced by more… “

“This is great. More hoops just makes people tired and avoid efficiencies”.

“During the chaotic time, the information is not balanced. Therefore, it is very hard to have same intention. Even leader is willing to release the control to team, the team might not have same willing to make it better. So, maybe need to back to basic to have same goal/intention then decide how to co work with team”.

“Caution: Follower should not take advantage of Leader’s relaxation of control! Leader is more smarter than Follower”.

“I don’t agree with the idea that “Leader is more smarter than Follower”. For my idea, working well with team means we have to listen more and have LESS ego. I do agree that leaders may have more experience and vision, otherwise they are not qualify to be leaders.
By the way, allowing staffs to get their own job done and creating trust among team is a great motivation”.

“The attitudinal shift, group dynamics, and open communication are very important within an organization. However, I can’t overlook from my own experience, that culture, personal beliefs, maturity, and personalities all play an integral part of the equation”.

“I also think that measuring the Self-efficacy of your people and comparing it against the complexity of the work also dictates the style of leadership to adopt. It therefore makes sense that companies reliant on knowledge and innovation require a more inspirational and less hands on leadership style”.

“Sometimes, less is more. Perhaps we must revist the concepts the One Minute Manager laid down a great while back. The bottom line is that there is no one who really likes anyone breathing heavily on their neck”.
“Therein, though, lies the key to unlocking innovation and creativity. At least, most of the time. I think…”

“I’m agree, but it should be by conditions and case. Anyway its a valuable article, thanks”.

“good article… a leader is more than a manager… a leader should know how to inspire , motivate and empower his/her people…. most successful org. have this kind of leader…”

“Thank you”.

I am delighted that we are continously receiving an excellent feedback for our article “To be a Better Leader, Give up Authority”, published in December 2009 issue of Harvard Business Review. Examples of the feedback received from executives include:

 “I wanted to thank you as well as complement you on the article written for HBR, December edition. You crystallized a nontraditional approach that has ignited an avalanche of new ideas that I am excited to introduce to my department.  I am encouraged as well as energized to engage (EEE) the department in taking our level of service to new heights. I am grateful for the wisdom shared and hope to be able to share positive results with you in future communication, thank you.” (M.McK, Vice President)

 “I have now managed to read your HBR article via the link you provided and I’d like to congratulate you on a wonderful story, succinctly written”. (A.M., Director)

“I recently read your article in Harvard Business Review and found it interesting. I could not agree more that passing authority down the chain of command increases the effectiveness of decisions. It takes a smart person to know they need help”. (J.G., Sales Executive)

“ I read your article in the Harvard Business Review, and wanted to say that I truly enjoyed it and looking forward to read other articles you may have related to this subject. Once again, well done”. (R.H., World Wide Director)

“I commend you and your colleagues on a thought provoking article on leadership in the latest issue of HBR. As Associate Editor of OD Journal, I wonder if you and your colleagues would be interested in expanding your thoughts and submitting a 28-32 page double spaced article to OD. As a quarterly journal published by Elsevier, we are looking for seminal works that will provoke critical thinking by practicing professionals and MBA students“.  (J.S. Associate Editor)

Our Harvard Business Review article has been now published at December 2009 Issue. The article is available for free for a short period at: http://hbr.harvardbusiness.org/2009/12/to-be-a-better-leader-give-up-authority/ar/1. Any comments/feedback will be appreciated. The Emergent Leadership Programme has been designed to implement emergent leadership principles addressed in this article. The potential benefits are far reaching: from improved profit and efficiency to increased innovation and motivation of employees. If you would like to receive further information about The Emergent Leadership Programme, please contact me on Vlatka@seniorexecutiveexcellence.com.