Participants Learn

The most important CEO task is defining the course that the business will take over next five years or so years. You have to have the ability to see what the business environment might be like a long way out, not the just over the coming months. You need to be able to both set a broad direction, and also to take particular decisions along the way that make that broad direction unfold correctly.

Leadership and Decision making

• How management is about doing things right…leadership about doing right things
• How a leader can possess the art of a multifaceted leadership style as the situation demands
• The intense correlation between leadership and decision making
• The relationship between leadership style, decision making model, and the situation at hand
• How to blend decision making with right leadership style to achieve the organisational goals

Who Should Attend

Top Management is wishing to broaden and improve their macro vision, those new to leadership positions, and those who are potential successors to existing leadership line, should attend this course.

In an immense environment, you participate in a challenging, multimedia case study, as well as individual and group activities to apply management tools, techniques and strategies. Activities include:

• Recognising different leadership styles amongst others.
• Understanding one’s own natural inclination towards a style
• Realizing no leadership style is good/bad
• Simulating a complex environment to understand how one can use all styles in one day
• Mapping your teamwork environment to analyse decision making
• Understanding correlation between leadership and decision making
• Affecting behaviour with appropriate measures
• Role-playing effective feedback techniques
• Creating your personal management plan
• Management is doing things right; Leadership is doing right things;
• Don’t tell the people how to do things, tell them what to do and let them surprise you with results;
• There is nothing demoralizing than a leader who can’t clearly articulate why we are doing what we are doing;
• Indecision is debilitating; it feeds upon itself; it is almost habit forming
• The art of leadership is saying no, not yes. It is very easy to say yes;