The Grand Tour
The Grand Tour
Deadline for inscription: April 30. For rates go to the register page. Watch the 3min40 video presentation below.
May 26, 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.
MAY 27, 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 28, 9.30-5.15 pm:
Prof. Randall Peterson, London Business School
How to cope with and manage individual differences & personalities within a team.
Having to deal with all different kinds of people; and sometimes getting along with all of them can be a bit of a challenge, and when people are hard to deal with, it can lead to slower productivity and missed deadlines.
Different people need to be dealt with in different ways and as individuals; you would deal differently with a touchy-feely person, than you would with a no-nonsense type of person. The first rule of leadership and management success is always to know your strengths and weaknesses in order to know what you offer to the people you work with, and where you need to focus effort on improvement. The most successful leaders also know when to step forward and when to step back and let others on their team take the lead. The only way you will be able to achieve these ideals is if you have a very clear idea of who you are, what your team members stand for, and what their areas for growth and development are.
Self-awareness sounds simple enough, but real personal insight is harder than you might think. For example, it is about getting a better understanding of the things you try to hide from others at work and learning whether you are more or less successful in this; and deciding whether you are better being more yourself at work and spend less energy trying to hide your weaknesses. This session uses the latest thinking and science in personality to help you identify key interpersonal and teamwork skills for successful leadership in the workplace, uncover hidden strengths, and perhaps reveal blind spots where others see things you do not. Most importantly, this session is designed to raise your self-awareness to improve your success as a leader.
Prof. Deasy, INSEAD
Leadership dilemmas in the context of pressure
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.