The leadership development industry is a billion-dollar industry. Still, people question whether leadership development is worth its investment, for example in Jeffrey Pfeffer’s book Leadership Bullshit. In this workshop, you will discuss identifying best and worst practices around leadership development and gather insights from other participants – so come prepared to speak! We intend to compare the best insights from practice with what research tells us. This workshop will provide you with:
- a bigger network of kindred spirits
- a more critical view of LD-initiatives
- a new trick up your sleeve for your own leadership development, and leadership development in your organisation.
Teams hold great promise when it comes to solving some of an organisation’s most important problems. Yet, when we apply our typical view of what makes an effective leader to the idea of leading teams, what comes to mind can have significant drawbacks. In this workshop, you will focus on clarifying important issues in leading teams. You will investigate:
- why leading teams is different than leading individuals
- what the biggest pitfalls are for teams that leaders should manage
- how you should lead teams to high performance.
Strategic renewal has important effects on organisations’ future prospects. Middle managers, positioned in between operational realities and organisational strategy, are at the forefront of the renewal process as they foster new strategic initiatives and champion them to top management. In this workshop, you will explore:
- what motivates middle managers to help strategic renewal
- how organisations can cultivate middle managers’ creative potential.
The recent financial crisis has triggered a lot of criticism on the financial sector, for example in Joris Luyendijk’s book Swimming with sharks (in Dutch: Dit kan niet waar zijn). Bankers and other finance professionals are viewed as primarily pursuing their own interest, rather than the interest of their customers, or society as a whole. In this workshop, you will discuss the following questions:
- What is the contribution of the financial sector to society?
- Has the financial sector changed in recent years to become more focused on the common good?
- What can be done to increase the social value of finance?
- How does the financial sector compare to other sectors in these respects?
The business case of gender diversity in organisations is clear: greater diversity means an increased pool of knowledge, perspectives and ideas from which organisations can draw, which in turn should lead to better decision-making, enhanced creativity, and improved performance. Yet, evidence shows that this promise is rarely realised. Instead, diversity often leads to conflict, frustration, and divisions in groups. During this workshop, you will explore the following questions:
- Are the benefits associated with gender diversity only a myth?
- What can be done to better manage diversity in organisations?
- What is the role of leaders in managing diversity?
According to research and popular press, mergers and acquisitions often are done by hubristic, even narcissistic, CEOs who are primarily motivated by building empires for their own benefit. Richly described examples can be found in numerous bestsellers, such as Burrough & Helyar’s Barbarians at the Gate, and Smit’s The Prey (De Prooi). As a result, mergers and acquisitions may be doing more harm than good for the health of employees, companies, and other stakeholders. This workshop will focus on understanding happy mergers and acquisitions:
- Which executives make mergers and acquisitions that make many stakeholders happy?
- How can mergers and acquisitions be about community building, rather than empire building?
- Can society help make happier mergers, and can mergers help make a happier society?
Fuelled by combined trends as corporate social responsibility, social entrepreneurship and retreating government, non-profit, non-governmental and civil society organisations worldwide are looking for businesses to partner. One part of this is business professionals being asked as board member. The business background of these board members certainly has positive influence on their impact but there are also fundamental issues that can lead to negative consequences. In this workshop you will discuss how fundamental issues influence board behaviour. For example, what does it mean to be a board member of an organisation that focusses on the interest of the community (we) instead of the own organisational interest (me)?
You can choose your preferred break-out session at the event. The available spots will go on a first come, first served basis, so be sure to be at the session of your choice in time.