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Lectures at the Gordon Institute of Business Science highlight link between leadership, strategy & change
It's all too easy to make management more confusing than it needs to be. It's much harder to simplify things so people can do something about them.
I spend a huge amount of time studying the latest theories - many of them very complex and hard to understand - translating them into clear English, and then providing practical models and frameworks that busy managers can use in the real world.
Many delegates comment on the common-sense content of my sessions. They also appreciate the way I tie various aspects of management into a coherent whole. Here are some typical comments:
"Excellent and concise."
"A very knowledegable lecturer with incredible insights on strategy and leadership."
"Excellent facilitator."
"Great simple insights into how we can make significant change."
One core message is that there's a tight link between leadership, strategy, and change - the virtuous cycle of high performance. And it's vital that you think about the results you want when you begin shaping your strategy.
Too often, managers cause problems and add to their workload by seeing these three issues as quite separate, and requiring separate attention. In fact, the three both reinforce and feed off each other. By seeing them as one continuous process, a new agenda for performance becomes clear.
The same lessons form an integral part of all my consulting work with major organizations. This means that they not only develop strategies that make sense, but equally important, strategies that they can turn into action. And at the same time, they build the leadership capabilities they need.
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