Social norms, individual stakeholder values, legislation and the need to respond to the challenge of increasing complexity are jointly reshaping market behaviour. According to Michael Porter of the Harvard Business School, we are proceeding through a dramatic paradigm shift in our traditional model of capitalism with equally dramatic consequences for contemporary leadership practice.
Organisations are now expected to, and are more likely to flourish by, contributing equitably to the wellbeing of all key stakeholders, including the communities in which they are embedded. To guide this evolution will require leadership capable of delivering sustainable value for all stakeholders to secure their continuing engagement and loyalty. Viewed from this perspective, the task of leadership has never been more demanding.

Contemporary leadership is about inspiring all key stakeholders to collaborate in producing socially meaningful economic value and equitably sharing the resulting benefits.

Multi-stakeholder leadership has traditionally been linked to leadership behaviour in the government and in the not-for-profit sectors. More recently, evidence suggests that the pursuit of responsible multi-stakeholder value outcomes dramatically enhances the profitability of commercial organisations.

Undertaking this workshop will:

• Build the ability to think systemically, creatively and strategically through application exercises relating to current and emerging on-job leadership challenges -- these capabilities are the building blocks of contemporary leadership
• Develop a deeper understanding of the strategic arenas in which participants’ organisations compete
• Demonstrate how the art of strategic facilitation can harness collective wisdom and, when supported by storytelling, foster commitment to change
• Develop and deploy required capabilities, specify performance measures and identify risk management action.

Day 1: Leading Exploration for Results

• Overview of Contemporary Leadership
• Thinking systemically and strategically to support innovative outcomes
• Organisational culture creates and shares relevant mental models
• Asking questions that matter as a basis for facilitating strategic conversations
• Identifying and analysing stakeholder networks
• Using Strategic Arena AnalysisTM to  creativity identify relevant strategic arenas and systemic thinking to identify deeper demand system needs
• Thinking strategically to identify potential developments likely to impact relevant demand, competitive behaviour and to assess patterns of supply system change.

 

Day 2: Leading Implementation for Results

• Collaborative action as a means for dealing with complex cross-organisational strategic change issues
• Dealing with strategic change using storytelling and other tools
• Converting strategy into capabilities into action into results into learning
• Specifying performance measures and performance review processes
• Developing future capabilities with special emphasis on human capital resources
• Scenario analysis to identify potential risks and mitigation action
• Final group discussion: personalised take-away contemporary leadership action checklist.

 

Optional Follow-Through

Optional follow through initiatives available following completiong of the two day course include:

• Option 1:    Six one hour coaching sessions delivered over a three month period
• Option 2:    Facilitation support for a twelve week period in selecting, planning, presenting and initial implementation of a significant strategic initiative

(NB: additional fees are payable for optional follow-through)

Ramzi Fayed

BSc (Physics), MSc (Man. Sc.), PhD (Man. Sc.), FAIM, FAICD (Foundation member).
CEO of the Australian Graduate School of Leadership and The IMIA Centre for Strategic Business Studies.

Dr Fayed has derived his leadership experiences from various CEO, directorship, project leadership (over 90 significant projects) and academic leadership roles. He has been a keynote speaker at over 100 national and international conferences, has a substantial number of publications to his credit and has designed and facilitated leadership development programs in collaboration with government departments, business schools and professional institutes in Australia, Hong Kong, New Zealand, UK, USA, Singapore, Thailand and Switzerland.

 

Gervase Pearce

B Fin Admin, MBA.
Executive Director, Australian Graduate School of Leadership and IMIA Centre for Strategic Business Studies.

Gervase works with executives and employees to identify, plan and overcome strategic organisational change issues, focussing on challenging thinking systems and processes in developing and implementing strategy. Gervase is currently involved in researching leadership practice in Australia and is the co-author of “The Future of Work 2020,” a four year study sponsored by Working NSW, “Opportunities for the NSW Manufacturing Sector 2010 and Beyond,” for the NSW manufacturing council, and “A Framework for Military Health Ethics,” for the Centre for Military and Veterans Health.

Please complete the registration form to secure your place on the workshop. Workshop attendance fees are $1980 for both days (or $1200 per day).