The Grand Tour
The Grand Tour
The Grand Tour
MAY 16, 9.30-5.15 PM
Dr. Locke, London School of Economics
Power and influence, how to effectively manage your team
A critical skill of leadership is being able to influence others. Typically, the more powerful the leader, the more influence he/she will have. However, it can be challenging to influence others when one does not have formal authority or power over them. In such cases, it is necessary to develop informal power bases and indirect influence tactics. This session will address these challenges and introduce you to strategies and influence tactics gleaned from the research on power, influence, and nonverbal communication. We will discuss related issues such as unconscious biases that affect our perceptions of leaders. During the session, you will learn about formal and informal bases of power, different types of influence tactics, and the importance of nonverbal communication on a leader’s ability to influence others. You will understand how to gain commitment to a decision rather than mere compliance. And you will walk away with tools and tactics to help you become a more influential leader.
Professor Randall S. Peterson London Business School
Leading a High Performance Team
Business teams are increasingly operating in complex environments with multiple external actors outside of historical team and organisational boundaries; therefore the need for effective high performance teams has never been greater. Traditionally the focus of team leadership development activities has been on managing the internal dynamics of a team. That remains critical for leading an effective team, but is no longer enough. Today’s companies expect managers to work across many differences (e.g., age, gender, function, personality, culture, etc.) and to manage in a change-oriented environment. In this session, Professor Peterson will explore what it takes to create and sustain high performing teams in this environment. He will also share his insights on how to prepare managers for such challenging assignments:
- How to assess whether a team is high performing
- Team leader selection and support
- Managing conflict in teams
- Understanding how personality effects team dynamics
- Effective decision making in teams
- Creating ROI – Return on Inclusion in diverse teams
The session provides frameworks for understanding high performance teams, as well as a number of specific and practical tips for how to encourage high performance in your own team.
May 17, 9.30-5.15 pm:
Prof. Randall Peterson, London Business School
The Critical Role of Conflict Resolution in Teams
Conflict is inevitable in any team or organisation. But what do we really know about how and why conflict works? I’ve been looking at a variety of types of groups and there are processes that consistently work and some that don’t. Processes which work include collaborative problem solving — everybody has their point of view and they are able to discuss it. In a small group, in particular, what doesn’t work is something like majority rule. This makes for a very unhappy minority in a group. They have nothing invested in success and often have something invested in failure. Particularly for a group under the size of ten people, majority rule is a bad way of going about business. In such groups, the process I would recommend is qualified consensus where everyone has to say they can live with the outcome. It doesn’t mean they think it’s the best. It just means they can live with it. And that is enough to get people committed to the final decision because they, at least, signed on saying it wasn’t a bad idea. Now, if you can’t reach qualified consensus and the group really is deadlocked you’re better off with the leader making the decision. What you don’t want is to turn it over to a vote and it’s five against three. In addition to process issues, there are a host of other dynamics at work. One of the big findings in the research literature is that within any group there are always sub-groups, with their own agenda. The mistake a lot of leaders make is they try to suppress the individual groupings or subgroupings. Instead, if you emphasise the overarching identity, people will slowly develop a dual identity and eventually that shared identity is key to engaging the whole group. If a leader tries to diminish the sub-group identities, those identities actually grow stronger and people see what divides them rather than what unites them.
There is a better way of thinking about how groups develop and that is about conflict and a set of conflicts some of which are embedded in the circumstance of the group and others which emerge from the individuals within the group. What drives groups forward is a conflict resolution oriented strategy. Most successful groups are actually those that develop by trying to figure out their ability to manage conflict best. So group development is about conflict rather than a logical sequence. Conflict is the fundamental thing that drives change in a group.
Thinking about the groups in an organisation, often the most dysfunctional group is actually the board because sometimes they don’t even see themselves as a group. No, often they don’t. Board members see themselves as individuals. It’s a group of individuals who are thrown together who ostensibly have a shared identity or agenda, but in reality it rarely works that way. The last thing you’d want to do is somehow suppress those identities in any way. Yet on the other hand you have to bring them together. The magic lies in creating a shared identity and agenda that they all see, acknowledge, know and can actively support.
Prof. Deasy, INSEAD
Leadership dilemmas in the context of emotionally demanding tasks
Leadership in contexts where vulnerability and threat are ever present is a challenge for all involved. It is imperative that leaders in these contexts are as connected with their own senses of limitation as with their views of possibility. Common theories of stress management and wellness at work often focus on the individual as the one responsible for wellness with many urging the leaders to control their emotions and manage their stress themselves, quietly and away from colleagues. At the mildest end of the spectrum this approach is unsustainable. For the stressed individual it can generate issues of shame, powerlessness and disconnection – all ingredients for a vicious downward spiral. At one level it is interesting to explore why we invest in this type of approach when dealing with the issue of difficult emotions at work. This presentation will propose a more sustainable system of leadership that fosters professional and personal growth. From a systems psychodynamic perspective I will argue that organisations that embrace emotions as a source of organisational data and foster leadership spaces interested in the meaning of expression at work provide opportunities for growth at all levels of the organisation. I will also focus on the role of social defences that hinder growth in these contexts and argue for a tolerance of pain as an adaptive approach to effective leadership in challenging contexts.
May 18, 9.30-5.15 pm:
Prof. Cullen, Saïd at Oxford University
Advanced Negotiation Techniques
Good negotiators have a heightened sense of self-awareness. They recognize the biases that we all possess and that too often trap us into making bad decisions as the negotiation progresses. Greater self-awareness can make us better persuaders and more sensitive to manipulative efforts to influence us employed by those with whom we are negotiating.Tim Cullen will explore two building blocks to successful negotiation: decision-making and persuasion, and go on to lay out a range of strategies to enable both parties to achieve positive results. Often standard bargaining approaches fail and innovative thinking is required. Once made, agreements must be implemented and enforced to succeed. These five skills: – information-gathering, rational decision-making, persuasion, innovation, and implementation – constitute the negotiator’s tool kit. The programme has been designed to equip experienced professionals with tools that allow you to reach agreements that work. After participating on this programme you will gain better results for your organisation, gain confidence in handling difficult situations and enhance your communication and influencing skills.Complex negotiation scenarios which provide a range of competitive and cooperative negotiation strategies are analysed. Whether you’re an experienced executive or and up-and-coming manager – working in the private or public sector – this session will help you shape important deals, negotiate in uncertain environments, improve working relationships, claim (and create) more value, and resolve seemingly intractable disputes.Tim Cullen will also touch on issues of trust and ethics which we believe to be critically important to building trust among negotiators. The session will be brought to life by cases and simulations.
Optional follow-up leadership coaching
With Prof. Philippe Rosinski, First Master Certified Coach in Europe and bestselling author of “Coaching Across Cultures” and “Global Coaching”
This exceptional optional follow-up leadership coaching will allow participants to convert insights gained by listening to the speakers into tangible outcomes and concrete change.
Prof. Rosinski’s pioneering integrative coaching approach will take the form of one-on-one coaching sessions .
He is a world authority in executive coaching, team coaching, and global leadership development. He is the first European to have been designated Master Certified Coach by the International Coach Federation. He has pioneered a global approach to coaching that leverages multiple perspectives for greater creativity, impact, fulfilment and meaning. The Harvard Business School chose his ground-breaking book Coaching Across Cultures (available in ten languages) as its featured book recommendation in the category of business leadership. His innovative approach of bringing the crucial intercultural dimension into the practice of coaching has won him worldwide acclaim. His latest book Global Coaching has been described as “having moved the art and science of coaching to a new level”.
Prof. Philippe Rosinski
Kenichi Ohmae Graduate School of Business, Japan
Principal of Rosinski and Company, Belgium