Does your business suffer from:
Are you losing money? What's it costing you:
Dr Paul Aitken
DBA, M.Sc., Dip. C. G., A. Dip. C., C. Psychol.
MBA (Corporate), MNLP.
Dr Scott Lichtenstein
DBA, MBA, BA, and DipM.
Leadership is generally considered, ‘to be like beauty - it’s hard to define, but you know it when you see it’ (Bennis, 2001). The importance of this statement is leadership is simultaneously projected by the leader/s and perceived by the follower/s. Leadership comprises a context-specific two-way ‘happening’ between people, which consequently influences behaviour within the organisation and external relationships with other ‘followers’; customers, suppliers, investors and community stakeholders.
This leader-follower ‘social influence’ relationship and what takes place within it on a daily basis, is at the heart and art of improving and sustaining leadership within its context, and by extension organisational performance and its continuing viability; especially through intense periods of change affecting the thoughts and well-being of people. Invariably, under these now ever changing circumstances, the purpose and values of leadership and the organisation, comes under scrutiny and begins to be questioned or actively challenged, either openly or privately.
‘Profitable' and 'Agile’ leadership recognises and acknowledges such challenges, and also understands every follower has their own appreciation of what ‘beauty’ at any one moment in time looks like. This perception can and should be managed for everyone’s benefit. Leaders shape followers perceptions and expectations through how they practice leadership. In this way the ‘leader’ addresses the key question ‘why should anyone be led by me?’ Likewise, followers need to learn how to support the emergence of leadership through their own followership, and by doing so they learn more about their own leadership. In any situation, there is no leadership present if followership does not exist, regardless of job titles.
Over 50 years of academic research and management practice (Aitken & Higgs, 2010), has provided evidence (see the comprehensive list of readings below) for the critical importance of 12 leadership agility practices which build ‘sustainable’ leadership and enterprises in a constantly evolving work, home and community environment. When practiced over time in all spheres of life, this results in you ‘mastering leadership agility’. In this module we will discover how the 12 practices apply to your own experience and circumstances, involving a deeper reflection on the personal values which shape your own leadership purpose, your on-going lifetime leadership development, and the role you have in developing the leadership capability in others.
The importance of this process is to reveal and improve your own everyday practice of leadership, thereby distinguishing between ordinary and extraordinary leaders in the eyes of followers. When broken down into 12 practices, leadership can be focused on and learnt over time; requiring reflection, diligent application, effort, and auditing of progress. In other words, it is vital to keep practising the practices until they become your default ‘fitness for purpose’ leadership habits.
In the seminar we introduce the 12 practices of leadership agility by first examining how change is impacting your own context and explore the challenges this presents. Then, in turn, we will focus on each of the practices as they relate to predicting, implementing and embedding organisational change. These phases represent the natural change cycle of renewal, survival and thriving. Through this process, participants get a real sense of the everyday importance of being able to respond and adapt to ever changing circumstances and conditions at work and in life. In this way, the module gives you a toolkit which enables you to move towards mastery of leadership agility. Indeed, one of the practices of mastering leadership agility is to support one another in becoming the best leader each of you can be, so you will be encouraged to investigate and demonstrate collective, as well as individual, leadership.
The learning content and process enables participants to develop a more agile and profitable leadership process required to create, implement and review change in their own and other’s position, as necessary, in a complex, often unpredictable, and interconnected world. Each of the 12 leadership agility practices’ illustrations will be accompanied by a comprehensive set of readings, which build from the core text book. Learners are expected to read as many of these as possible, to perform to the best of their ability in specified assignments.
By the end of the seminar, participants will have deepened their understanding of profitable leadership agility, and extended their capability to provide appropriate leadership practice in their chosen context/s.
In particular, attendees will be better able to:
This will comprise a series of content-led, interactive learning sessions, experiential learning through group participation comprising case study analysis and small group exercises. All participants, when requested, should prepare individual and/or group notes on a case or exercise before, during, or after discussion in the seminar . Participants are strongly encouraged to refer to all the resources contained on the e-learning site. Presenter slides are made available, together with additional handouts as appropriate.
Deep Dive Exploration of the 12 Leadership Agility Practices
Discover the in-depth analysis of the 12 leadership agility practices and 12 career birds.
This session is focused on change agility and the easiest process for implementing change at a corporate, retail or government level. The session includes world class process and the new strategy wheel you can apply instantly to your environment and get outstanding results. This also includes the 3 layers of change agility.
The practical application of the development layer using actual workshops, role play and activities designed to bring our the practices in a manner that induces and embed the behavioural characteristics of leadership agility.
Get an advanced learning and reading list of books and papers that helped build and structure the framework for this course
The tools for change
Imagine a tool for leadership that taps into your sensory perceptions and projections. Discover how to use the tool with the practices.
3 Day Introduction to Profit Driven Leadership Agility Program,
2 Day Values-led Leadership
5 Tracks including:
About Dr Paul Aitken:
DBA, M.Sc., Dip. C. G., A. Dip. C., C. Psychol.
Doctor of Business Administration (Values-Led Leadership Development);
Paul is a leadership learning-development entrepreneur, Founder/CEO of Mastering Leadership Agility Ltd (MLA) and Co-Founder of CareerBirds; web-enabled, operating globally, and supported by an international team of Master Trainers with distinctive senior management expertise. Together, we focus on helping leaders create the essential communication-relationship-knowledge sharing conditions for renewal, survival and thriving at personal, organisational and community levels.
Paul is also visiting faculty/professor of leadership development at highly rated, university linked, Business Schools around the world:
|Adjunct Professor||Visiting Faculty||Visiting||Visiting Faculty|
A British and New Zealand citizen, Paul worked as a senior human resource manager/internal consultant and selection-development professional lead in the private utility and public sector, including education and training establishments, reporting at Board/SMT level. His innovative leadership development approach is now used by institutions working with youth to improve their citizenship and entrepreneurship – see www.youthleadership.club MLA's unique, universally applicable, leadership 'agility' learning method is based on 12 research based ‘change leadership’ practices.
Our combined service/product/technology platform is used around the world as part of Business Schools’ Masters’ courses, training company’s programmes and youth leadership educational inputs. We also work directly with Directors and their enterprises to secure personal and business re-invention, producing sustainable improvements in inter-connected local and global communities. Paul is lead author of 'Developing Change Leaders' (Elsevier, 2010); and combines mentoring, training and educating, with research and writing on, how to develop the 'agile' leadership which produces sustainable ‘fitness for purpose’, including reflective consideration of the individual/business/community impact of our diverse personal values.
EMBA, MNLP, Cert IV Small Business
Executive Master of Business Administration (Corporate)
Master Practitioner Neuro Linguistic Programming
Master Practitioner Neurological Re-patterning
Certified Performance and Results Coach
Azhar Khan is a serial techpreneur and co-founder of CareerBirds.com. He has co-founded and developed business in Africa, Australia and the UAE. Khan is also Executive Editor for OneRecruit Magazine available through Apple NewsStand and a “Best Selling Author,” releasing two books that have topped Amazons best seller list in Entrepreneurship, Direct Marketing, Marketing and Small Business and Entrepreneurship. The first release of “In it to Win It” which he co- wrote with Tom Hopkins was published in 2012 followed by the “The Ultimate Guide to Success” co-written with Brian Tracy in 2013.
Khan's career experience includes working and recruiting people for global technology giant Apple. He now works with leaders across the globe in Singapore, Africa, Australia, the Europe and Dubai.
Khan received his MBA Corporate from Bond University in 2014 and is a Certified Master Practitioner in Neuro Linguistic Programming and Neurological Re- patterning.
Born and raised in Zimbabwe, Khan now resides on the Gold Coast of Australia, With over 25 years of experience in the technology business, personal development and mentoring. Khan brings a wealth of practical knowledge to his coaching work. Khan is an effective communicator with great learning agility and a drive for results. He demonstrates composure by focusing on the bottom line whilst making complex decisions and has no problems in gaining the buy in from teams to increase productivity. When not working, he likes to go to the gym and work out or use his creative skills to develop digital art or write. His first collection appeared in the National Art Gallery of Zimbabwe in 2001. Khan likes to travel and blogs about his travel experiences.
Dr. Scott Lichtenstein
DBA, MBA, BA, and DipM.
Scott Lichtenstein is a career and executive coach, academic and consultant. He helps MBAs and in-work managers to align their skills and temperament to their career interests and upskill in the areas of strategy and leadership. With more than 10 years of experience in working with in-work MBAs and executive education delegates and 5 years coaching, Scott brings a wealth of practical knowledge to his/her coaching work.
In addition to being a certified coach, academic and consultant, Scott draws on his consulting experience to provide insight, strategies and support to clients.
Scott received his doctoral degree in business administration (DBA) from the Henley Business School, University of Reading, and certification as a coach and facilitator from Henley Management College. He also keeps updated with the latest trends in coaching and management by attended conferences in management and business psychology.
He is an accomplished researcher/writer and has written a number of articles on strategic leadership and values-based leadership. Recent publications include a book chapter on Leadership for Sustainability. He has also presented sessions at the Developing Leadership Capacity Conference on a co-authored paper “The Values Challenge for Developing Ethical Leadership: Research and Practice Agenda for Values-Based Leadership” as well as co-presented at the Irish Academy of Management Conference a research paper ‘Do Individual Values Priorities Predict Intentions to Behave at Work?’
Despite his coaching career, Scott makes time to be involved with community and professional organizations. He is a Board member of the Association for Business Psychology. He is also a Mentor on Henley Business Schools’ doctoral programme for in-work professionals (DBA).
Scott lives in the UK with his wife and six year old daughter. When he is not working, he plays drums in a covers rock band and enjoys running.