Dr. Daniel Monehin, Global Consultant , Professor at McMaster University and a member of American Express Board of Directors, addresses global organizations on leadership and developing a transparent corporate environment. Leaders are learners. They recognize that their greatest competition is the person in the mirror and are always striving, inquiring and learning. As Industry 4.0 presses on at an unrivalled pace, high achieving organizations will be led by leaders who are constantly learning, unlearning and relearning.
A time of turbulence is the litmus test for true leadership, but many leaders fail this crucial test. When the time for a crisis comes, the time to prepare has passed. A crisis is characterized by gloom and high-stake decision-making when authentic leadership is most needed, but often, leadership is absent. If you cannot lead effectively during a crisis, you undermine your leadership quality and jeopardize your organization’s prospects. Learn how seasoned leaders use pragmatic optimism when facing a turbulence. Key Takeaways: 1. The potential value of crisis for the leader and the organization 2. Productive vs destructive leadership behaviours in a crisis 3. The optimism trap – How leaders’ optimism (or lack thereof) aggravates a crisis 4. What is pragmatic optimism, and how do effective leaders use it? 5. How successful leaders shine in the darkest hour of crisis
Above all else, vision is the capability and attribute that separates true leaders from everyone else. The ability to conceive of a vision is the very essence of leadership – by contrast, the ability to relentlessly pursue the realization of a vision is the validation of leadership. Discover what goes into the making of the world’s most impactful visions. Learn about the process adopted by true visionary leaders to convert aspirations to achievements. Key Takeaways: 1. “Hope is not a strategy” – Understanding the intersection between optimism and vision 2. The seven indispensable principles of a vision 3. Permeating vision across all levels of the organization 4. How to counter the Achilles heel of every vision 5. Crafting a visionary model
Digital Tsunami – Leading in the Age of Disruption In today’s world, every business is a technology business; the problem is that they are not being led as one. Ready or not, digitization has come to stay, and come to change - Organizations the world over are going through the Fourth Industrial Revolution at breakneck speed, recently accelerated by COVID-19. The business world is transforming, exemplified by rapid technological advancement and adoption in digitization, social media, democratization of the Internet, Internet of things, robotics and automation. Yet, many leaders and organizations remain stuck in outdated management practices that originated in the early 1900s; like new wine in an old wineskin. No wonder up to 70% of digital transformations fail, according to research. Key Takeaways: 1. The leadership mindset that drives success in a digital world 2. Three attributes of successful digital transformations 3. The critical human element in a world dominated by technology 4. Pitfalls to avoid while leading in the 4th Industrial Revolution 5. Digital transformation as a never-ending pursuit
Empathy in Leadership – Transforming Organizations from the Inside Out In a pivotal 2020 study, 91% of CEOs say their companies are empathetic because it is required for productivity while only half of employees believe their employers are empathetic. This discrepancy between ideal behaviors professed by management and the norms of social interactions experienced in the organization is one of the most damning conflicts in today’s organizations. A lack of empathy cripples business results. This session is designed to help you and your team bridge the chasm between the ideals and norms of empathy in social interactions within the organization. Key Takeaways: 1. Understand what empathy is and avoid common misconceptions 2. Identify the mindset that blocks or enables empathy 3. Learn practical models for developing empathy 4. Manage the adverse effects of being empathic 5. Multiply empathy in the organization