An individualized and highly pragmatic curriculum on the essentials of effective leadership and supporting management practices for the Chief Executive Officer.
To understand what, why and how values are an integral component of personal and the organization’s development; to apply intrapersonal insights and personal values to current role in relating to career path, succession and team.
Leadership & Management Effectiveness
To introduce leadership and management and power models; assess current role in light of the models in order to determine targeted “ideal” profiles and improvement objectives which will support role development.
Personal Vision and Development Plan
To apply current envisioning theory to career pathing in order to formulate a personal 5-year vision statement and supporting one year development plan.
Team Development and Meeting Effectiveness
To explore and adapt appropriate team building models which will enhance executive effectiveness in a team setting.
Management Processes, Tools and Interpersonal Skills Training
To assess and develop effective organization wide management accountability processes and stakeholder relationships (e.g. shareholders, suppliers, customers, employees); introduce and apply goal setting, review processes, coaching tools to strengthen direct reports and stakeholder relationships.
GSG summarizes its thoughts in the following excerpt by noted leadership author,
LEADERSHIP: A BELEAGUERED SPECIES?
MANAGING, NOT LEADING
For the most part, the leaders are neither coping nor leading. One reason, I fear, is that many of us misconceive what leadership is all about. Leading does not mean managing. The difference between the two is crucial. I am acquainted with many institutions that are very well managed and very poorly led. They may excel in the ability to handle daily routines and yet never ask whether the particular routines should exist at all. To lead, so the dictionary tells us, is to go in advance of, to show the way, to influence or induce, to guide in direction, course, action, opinion. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. The difference may be summarized as activities of vision and judgment versus activities of efficiency.
~Excerpt from Organizational Dynamics 5.1 Summer 1976© 1976 by AMACOM, a division of American Management Associations