Having to deal with all different kinds of people; and sometimes getting along with all of them can be a bit of a challenge, and when people are hard to deal with, it can lead to slower productivity and missed deadlines.
Different people need to be dealt with in different ways and as individuals; you would deal differently with a touchy-feely person, than you would with a no-nonsense type of person. The first rule of leadership and management success is always to know your strengths and weaknesses in order to know what you offer to the people you work with, and where you need to focus effort on improvement. The most successful leaders also know when to step forward and when to step back and let others on their team take the lead. The only way you will be able to achieve these ideals is if you have a very clear idea of who you are, what your team members stand for, and what their areas for growth and development are.
Self-awareness sounds simple enough, but real personal insight is harder than you might think. For example, it is about getting a better understanding of the things you try to hide from others at work and learning whether you are more or less successful in this; and deciding whether you are better being more yourself at work and spend less energy trying to hide your weaknesses. This session uses the latest thinking and science in personality to help you identify key interpersonal and teamwork skills for successful leadership in the workplace, uncover hidden strengths, and perhaps reveal blind spots where others see things you do not. Most importantly, this session is designed to raise your self-awareness to improve your success as a leader.
In today’s dynamic environment, leading successful change is no longer a managerial luxury but a critical necessity. It can be said that if someone cannot lead change successfully, they cannot lead. Yet the frightening truth is that up to 70% of change initiatives fail.
This session is designed to help you execute change more effectively in your organisation. You will learn about frameworks and tools that you can apply to lead change effectively; analyse different types of change – crisis, reactionary, anticipatory – and their different dynamics; and examine peoples’ attitudes towards change – from early adopters to hard-core resistors.
You will analyse different sources of resistance and look at how to create change strategies that factor in the different, non-linear dynamics of a change process over time. Specifically, the session helps you to enhance your skills in the area of understanding peoples’ motivations, creating and sustaining a positive momentum for change and building broad networks of support.
Prof. Derek Deasy (Insead)
Derek is Adjunct Professor of Organisational Behaviour at INSEAD. His interests include leadership development, burnout and resilience, the impact of emotionally demanding tasks on work groups. His research and practice in these areas are informed by a systems-psychodynamics approach that takes into account how group tasks, organizational structures and cultures are affected by, and affect individuals’ experience at and of work. During this training he will focus on resistance to change.
Prof. Randall Peterson (London Business School)
Professor Randall S. Peterson is Academic Director of the Leadership Institute. His current research activities include investigating: leading diverse teams, how CEO personality affects top management team interaction, leadership transitions in organisations, board effectiveness, conflict management in teams, and the effects of member personality on group interaction and performance. During this session, he will focus on how to cope with and manage individual differences & personalities within a team.
Target audience : Senior & Middle Management