Talent, Leadership and Learning
Making a Paradigm Shift in Leadership Development
In-Person: 24 May 15.00 – 18.00 CEST (followed by dinner) and 25 May 8.30 – 15.00 CEST
(The In-Person part of this event is FULLY BOOKED. To be added to the waiting list please email) / Online: 25 May 15.30 – 25 May 16.30 CEST
The last two years have been among the most challenging for leaders who have had to embrace reinvention and restructuring on a mass scale while maintaining motivation in a hybrid work environment and attending to their own wellbeing.
This event will explore how organisations’ expectations around leadership capabilities are shifting. We will consider to what degree the new work context demands leadership capabilities that are different to those we have prioritised and valued historically. We will explore what steps we can take to improve the impact of leadership development, to respond to new demands and to best prepare leaders to be effective in unforeseen circumstances.
The event will include a highly innovative immersive virtual reality leadership experience which is designed to make participants experience leading under uncertainty.
This session will be run in partnership with faculty from IMD Business School and will build on the accompanying CRF research report.
Learning Objectives:
- Challenge your assumptions about the characteristics of high impact leadership.
- Update your thinking about how to design and deliver effective leadership development through input from expert faculty and dialogue with peers.
- Evaluate whether current strategies for leadership development are fit-for-purpose and how they need to adapt to the new business context.
Who is this Event for?
HR Directors and senior Talent, L&D and Leadership development specialists with responsibility for developing leaders in their organisation.
Speakers
Dr. Winter Nie
Professor of Leadership and Change Management, IMD Business School
Winter Nie’s expertise lies at the intersection of leadership and change management. She has a deep understanding of how people at different levels in the organisation react to change and how leaders can effectively manage resistance and organisational dynamics. Her work focuses on the inherent tension between centralised power and localisation, mature and emerging markets, technology push and market pull, internal and external focus, as well as short term financial performance and long-term survival. The role of leadership is not to eliminate but skilfully navigate through these tensions into the future. She works with the organisations on change at the individual, team, and organisational levels looking beyond the rationality on the surface into the unconscious forces below the surface that shape the direction and speed of change. Trained in business and psychodynamics, she uses both fields of knowledge to help the leadership team understand the team dynamics in face of external and internal business challenges and how these forces impact the organisational transformation.
Gillian Pillans
Research Director, Corporate Research Forum
Gillian has worked as a senior HR practitioner and OD specialist for several organisations including Swiss Re, Vodafone and BAA. Prior to her HR career, she was a management consultant with Deloitte Consulting and is also a qualified solicitor. Gillian has written various CRF reports on subjects including HR strategy, organisation design and development, leadership development, coaching and diversity.
Professor John Weeks
Professor of Leadership and Organisational Behaviour, IMD Business School
Professor Weeks’s unique approach to leadership, organisational culture, and change is reflected in his research, teaching, and over twenty years of working with executives worldwide. He helps leaders understand how they can manage themselves to lead others more effectively and to have a positive and intentional impact on the culture in their part of their organisation. In his book, Unpopular Culture, and in his writing in the Harvard Business Review and Financial Times, Weeks explains how, as leaders, we nudge culture every day – what people say and do when they think we are not looking – whether we mean to or not. As we get more senior, we are on stage all the time and the spotlight gets brighter. We are all role-models, for better or worse, even when we don’t want to be. The essence of leadership is being your best self more often to have a consistent, insistent and persistent influence on the culture you want to create.
