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About the course
Mapping and mastering the dynamics of business and work dependencies is key to asserting oneself as a leader, building powerful coalitions, and to getting things done. In this highly interactive seminar you learn how to deal with the blind spots in leadership, explore the opportunities to generate impact, gain actionable insights on how to use positional, personal and relational power to win support and identify the challenges to leadership in times of technological change.
Part 1: The blind spot in leadership: Managing yourself and your boss
Business is based on and work is accomplished through social relationships and social networks. For aspiring leaders mapping business and work dependencies and understanding their underlying dynamics is key to asserting oneself as a leader, building powerful coalitions, and to getting things done. This interactive, hands-on workshop empowers participants to engage in the hidden but essential leadership activity of “managing yourself and your boss”. Based on management case studies, it will provide you with actionable tools and techniques to manage yourself and your superior.
- The framework: The power of relationships
- The task: Operating in your stretch zone
- Identifying the many faces of power
- Managing myself. Managing my boss.
- Expectations management: Who am I to my boss?
- Synchronising work styles
Part 2: Leading change with impact
Change is a constant in many organisations. Leading change is challenging because as a leader you need to convince people to give up habits, routines, and scripts. Masterful change leadership is high on skills and low on threats: Leaders who are skilled at influencing social change processes understand what motivates people and how to get people to commit to new lines of thinking and action. In this case-based session, we explore some of the traps that can derail a leader’s attempt to change an organisation.
- The new leader – asserting leadership in a firm in transition.
- Creating a new team and new dynamics.
- Changing the path – growing while maintaining the firm’s culture.
- Beware of the traps. A cautionary tale.
Part 3: The persuasive leader – Lessons in the art of engagement
In this inspiring session, we show how leadership engagement and persuasion excellence matter. You will learn how a leader wisely used positional, personal, and relational power to create change: Nelson Mandela cultivating alignment, commitment and engagement (“ACE”) among the citizens of South Africa to overcome racial division between black and white South Africans in the post-apartheid era of his presidency. To cultivate engagement and commitment, leaders often need to use persuasion and negotiation tactics. Mandela skillfully used several classic principles of persuasion to accomplish his vision about change. This session aims to impact your view on change management, and how change and engagement in your organization can be accomplished.
- The ACE-approach: alignment, commitment and engagement
- The Cialdini-Six: Persuasion tactics in politics and business
- The mundanity of excellence: Discipline, attitude, and technique
- What is inspirational leadership?
- Strengthening the link between the employee and the organisation
- Driving change through contagion
- How to effectively communicate a business vision
Part 4 (optional): Leadership redefined – How managers will survive technology * Many organizations are delayering and reducing their hierarchies. In this session, we explore if leaders will be relevant in a future dominated by artificial intelligence and self-managing teams. Will the role of manager/leader disappear in the future? Do you think the future role of ‘the leader’ will only be to focus on change and transformation, or will the role of the leader also be central in mundane, day to day operations? In this session, we explore if and why leaders and managers are needed in today’s organizations. Specifically, and with reference to Google’s Project Oxygen we identify eight managerial practices that are important across business firms.
- Why hierarchies persist
- Doing away with managers?
- Learning from Google’s Project Oxygen
- Identifying and redefining the role of managers
- Data driven change management in a flat organization
Who should attend
Managers, Directors, Executives, Head of Departments, Managing Directors
Trust the experts
Claus Rerup is Professor of Management at the Frankfurt School of Finance and Management, Germany. Before joining Frankfurt School in 2017, he was an Associate Professor of Organizational Behavior at the Ivey Business School, Western University, Canada. He has also been a visiting professor at Un...