LeaderShape's remote programme is based on the Transpersonal Leadership development journey described in our acclaimed book1. It is specifically tailored for small cohorts of leaders (max 6) who want to develop their skills and behaviours, and for leaders who are likely to be leading remotely more and more.
LeaderShape's programme is targeted at organisations that want to build a strong pipeline of effective women leaders right up to and including Board level. Complementing any diversity and inclusion programme, organisational performance will be delivered through developed leadership, increased relevance and a performance-enhancing culture.
Taking leadership to new levels, we take leaders on a journey towards leadership excellence. This journey is based on increasing emotional intelligence, embedding new behaviours and relating them to specific leadership styles which drive the development of a performance-enhancing culture.
Most of what is written about ethics, ethical leadership and ethical behaviour focuses on what needs to be done not HOW it can be achieved. The focus is often on compliance, an essential but insufficient aspect of ethical behaviour. Embedding ethical behaviour confers a commercial advantage with the certainty that any investment cost will be exponentially less than the fines and lost market share that many organisations are paying resulting from unethical behaviour. Our Developing Ethical Leaders & Cultures programme is designed to enable senior leaders to instil ethical thinking and behaviours into their organisation.
The culture of an organisation directly influences performance – so being able to identify the ideal culture is a key step toward achieving it. Of course, as well as knowing where you want to go you have to know where you are right now. That way you can identify what behaviours need to be changed and what new habits need to be formed to achieve the goal.
LeaderShape has developed a proven model – the LeaderShape Organisational Culture Shaper survey (LOCS): to define the current and ideal culture of an organisation and practical steps to take to get you there.
There are many reasons that organisations may need to reorganize. These can both positive and less positive such as M & A activity, relocation, divestment.
People are invariably affected, whether or not their own role, location and working relationships are directly impacted. There is always a period of uncertainty, accompanied by an inevitable sense of loss, ‘survivor guilt’ or fear of the future.