Our Galvanising Leadership summit last week brought together clients from AO, Bayer, BSI, Deloitte, EcoLab, Marks & Spencer, Morgan, NatWest, Nucleus, Orange, Scottish Power, Standard Life, Sykes and Yorkshire Water. They explored real and current challenges around the take-up of leadership responsibility. Leaders were described as facing increasingly complex, large-scale digital and structural transformations against a pandemic […]
Author Archive for: Steven Phillips
About Steven Phillips
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Entries by Steven Phillips
In July 2020 we hosted an online learning event on this subject for colleagues from a wide variety of organisations, including Allianz, Deloitte, Howden, Jardine Matheson, Marks & Spencers, Morrisons, NatWest Group, UK Home Office, RELX and Ricoh. Using a collaborative workspace designed for the purpose on Miro, we explored the possibilities that working virtually […]
In the years BC (before Covid-19) ‘not knowing’ was increasingly something to be getting used to. But the pandemic has now taken not knowing to a new level, and caused us all to realise that we had barely scratched the surface of ‘not knowing’. In this immense uncertainty, I have been awed by the response […]
There are a few reasons why organisations seek leadership development, but we’d argue that in a commercial environment the only good reason is to improve sustainable organisational performance. So all the more shocking to find that there is no robust evidence to support the belief that leadership development programmes result in increased organisation-wide performance. […]
We’ve always been in the business not only of trying to help organisations see examples of the Emperor’s New Clothes, but also suggesting what the Emperor could be wearing instead of nothing. The current description of work place stress as an epidemic (Work-related stress jumps by a quarter to reach ‘epidemic’ levels) pinpoints the need […]
Bringing insight and creativity to leadership development programmes, leadership-team performance, and large-group events continues to be the core of what we do. Nevertheless, other more revolutionary aspects of our work are gaining momentum with advanced organisations. The majority of organisations are experiencing and describing a shift in how people feel about leadership development and related […]
The title illustrates the distance I have travelled, from Luddite to enthusiast, in the use of virtual delivery channels for leadership development. The enthusiasm is a result of discovering how virtual methods can add real value to the development process – not just be a cost-driven, value-destroying, soulless compromise. There has been a very assumptive […]
What is leadership and management development if it isn’t an impact on the behaviour of managers and leaders? But how much do we concretely know supported by evidence about what actually creates shifts in behaviour in our organisations? And to what degree do these shifts become the norm over time? We convened a workshop in […]
Sustainable shifts in leadership behaviour: sorting the facts from the fiction What is leadership and management development if it isn’t an impact on the behaviour of managers and leaders? But how much do we concretely know – supported by evidence – about what actually creates shifts in behaviour in our organisations? And to what degree […]