Amman – Jordan (Four Seasons Hotel) 9-10/5/2010 (2 full days from 9:00 am - 17:00 p.m)
Who should attend?
Managers and anyone aspiring or geared up to a leadership position You will learn how to:
- Get to know and implement ” VEST” framework for corporate leadership.
- “Mission critical leadership“ how to become strong, savvy, fast-stepping leader. - How to “Set an agenda“ while balancing creativity and practicality.
- “Methods“ to motivate your team with effective performance measurement. - “Create a leadership development plan“ to implement when you return to work. Methods & Cases:
- Exercises based around situational
- Cognitive awareness discussion and Video - MIT Sloan management review case
- “Managing away bad habits” Harvard business reviews.
- “The inconvenient truth about change management” McKinsey.
Main Contents:
Day 1: Sunday 18th April Session 1
Introductions
Breaking the Frame:
- Leadership Definitions
- Discussions and exercises based around situational awareness & “thinking out of the box” - Cognitive awareness discussion.
Session 2
Introductory lecture “What makes a leader”, break out and class discussion
For leadership and management the first step is to know yourself. We will introduce
cognitive psychological tools used to help people better understand their leadership profile,
leadership tendencies, interpersonal communication and relationships.
Lunch
2
Session 3
Lecture: “Real Leadership”
A lecture with multiple media clips will investigate what it takes to be a leader with a focus on the need for “authentic leadership” We will wrap up with a methodology and matrix that enables you to evaluate you leadership potential
Session 4
Red Thread Review
Class discussion and personal reflection
What issues from today had the most impact on you?
What are the implications for you as a leader/manager that need to be incorporated into your plans for 2011, 2015?
What are the issues that you need to take back to your team? How will you address these issues and communicate them?
What are the issues that you want to be addressed by senior management/board? How will you execute this?
Evening Assignment
Reading: What Makes a Leader, Harvard Business Review
Day 2: Monday 19th April Session 1
Short discussion on reading
Lecture and Discussion: Shackelton’s VEST
Practical leadership lessons from Ernest Shackleton, a British explorer of the Antarctic in the early 1900's.
VEST Framework:
Visionary: Positive vision you can make real and bring close to the client Enthusiasm: “A leader is a dealer in hope”
Selflessness: Showing you care is more important than showing you are smart Tenacity: Reliability and resilience when things go wrong
Session 2
Lecture and Discussion: Organizational transformation and engagement: Highlights from an Executive Survey by McKinsey
More than ever, now is the time for Human Resources to be centre stage. The greatest untapped potential in our organizations lies in the hearts and minds of the broader workforce. Skilled HR professionals and people leaders have the answers to unlock the opportunity. It’s about social technology to engage broadly and quickly. It’s about setting clear and high aspirations for transformation, developed collectively at all levels of the company. It requires aligned top teams. It is deployed through individuals with special change leadership skills, and it builds momentum and energy from enrolling and engaging the workforce in a focused, positive way and channelling their creativity and energy to areas of impact.
Session 3
Case Discussion (1 page case handed out and read in class)
New Team Leader:
The young and relatively inexperienced son of a Bank's executive chairman has just been promoted to the position of corporate finance team leader. His team includes some people older and more experienced than him. He wonders how he is going to blend this disparate collection of individuals into a team and what he should do to get them to accept his leadership willingly and not grudgingly.
Session 4
Class discussion and group sessions focusing on:
1. Your core problems and challenges
2. Barriers and constraints exacerbating the problem
3. Resources, ideas and solutions
4. Questions you have for your group
Organizational transformation and engagement continued: - Wrap Up Discussion
- Take Home Agenda - Evaluation
4
Rory has worked with The CEO’s and senior management teams of dozens of Fortune 100 companies. He has designed and delivered seminars globally, as well as been the keynote speaker at multiple conferences. His principle topics have been “knowledge management”, “employee motivation and leadership” as well as “future insights on and strategies for executive education”.
He initiated his professional career at IESE as Director of International Executive Education. He helped steer the Spanish institution towards global eminence and as such it
has been ranked the number1 business school globally by Business Week and the
Financial Times.
While at IESE he developed and nurtured delivery partnerships with Harvard Business School, Wharton, MIT-Sloan, and McKinsey and Co. He designed, marketed and implemented “open” executive programs and he attracted new clients for “in company” projects. These new clients included Boeing, Sun Microsystems, 3i, Sony, Hewlett Packard, Bertelsmann, and ING and Rory worked closely with these companies to deliver senior management executive education programmes.
Rory moved to Thunderbird School of Global Management as Vice President, Europe, Middle-East & Africa, in September 2003. He endeavored to establish the presence of Thunderbird globally and contributed specifically to the growth of the Thunderbird operations in Prague, Moscow and Geneva. He attracted multinational clients and delivered learning experiences globally. He hired and developed a team of executive education “consultants” and directed the overall EMEA operation from Geneva.
moved to London as Associate Dean, London Business School in October 2007. His team of 100 staff worked closely with faculty and other stakeholders to develop design and deliver executive education initiatives globally. He spearheaded a period of rapid growth and innovation at the School. He was also a key player on the School’s Management Committee, the group that directs the School’s overall future direction and success. Key clients and partners that he has nurtured and worked with their top teams while at LBS include Sabic, The World Economic Forum, Accenture and Areva.
Rory currently sits on the board of UNICON, the global industry association for Executive Education. He is also a board member of EnGrande, a highly innovative Spanish based global accommodation firm.
Rory’s heart lies in the mountains and in the environment. As a professional ski racer he represented his country for 8 years. As a climber and traveler he has honed his endurance and leadership skills on numerous expeditions to remote parts of Alaska, Greenland, Lapland, The Andes and The Himalayas. The BBC production, The Land Where the Glaciers Grow was a film of one of these journeys.
