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leadership
"Real commitment is rare . . . 90% of the time what passes for commitment is compliance"
Peter Senge
"Analysis [has] shown that emotional intelligence plays an increasingly important role at the highest levels of the company where differences in technical skills are of neglible importance . . . The higher the rank of the person considered to be a star performer, the more emotional intelligence showed up as a reason for his or her effectiveness."
Daniel Goleman
Exemplary leaders create a climate of candour throughout their organizations.
Warren Bennis
> BOARD ENGAGEMENT
In an age where organisational performance is critically dependent on knowledge and peoples' commitment and application of their knowledge, nothing the firm does is more important than people, either as employees in the firm or as external relationships outside the firm. In a people-centred business, leadership is a key driver of performance and value creation. But few firms address explicitly what leadership means to them . . . or to their leaders.
A growing body of research and practical experience emphasises the significance of behavioural attributes – the 'culture' – of the firm in the effectiveness of its management of risk an uncertainty. A firm cannot achieve a mature environment of anticipation of and developing resilience to risk without creating an environment of effective organisational leadership. And effective organisational leadership requires having effective leaders. Effective leaders are made, not born.
We work with firms' boards and executives to understand what leadership means for them, collectively and individually. There is no text book or checklist on leadership: it means different things for different people. Everyone must develop his or her "own point of view" on leadership; everyone must play to his or her own strengths.
We work with firms to development individual leaders' leadership strengths and with firms to develop programmes to enhance leadership throughout the firm. Contact us to discuss how we do this and the difference it makes to firms' performance and 'risk' culture'.
Knowledge leadership
Our commitment to leadership begins at home. All effective leaders develop an area of mastery; ours is reflected in our research activity on risk and uncertainty and how firms, groups and individuals deal with risk behaviourally. See our research pages to find out more.
> RISK LEADERSHIP
LEADER DEVELOPMENT
GOLEMAN ON LEADERSHIP
Renowned psychologist and neurophysiologist Daniel Goleman relates leadership to 'emotional intelligence'.
BENNIS ON LEADERSHIP
US management theorist Warren Bennis looks at the attributes of leadership and identifies the importance of candour.
SENGE ON LEADERSHIP
Engineer and management theorist Peter Senge looks at leadership through a different lens and distinguishes compliance and commitment.
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