Advanced Management Development Principles and Best Practice

Course Outline

Introduction

·         The indicators of a great company

·         The greatness principles

·         The enemies of greatness

·         The choice of greatness

·         The transformation from good to great – a bamboo syndrome

·         Case studies of some great companies (and why they aren’t great anymore)

Leadership in great companies

·         Level 5 leadership pyramid

·         Humility – the X factor of great leadership

·         The will beyond your will

·         Difference between Level 4 and Level 5 Leaders

·         Finding your leadership WHY

·         The window and the mirror analogy

·         The multiplicative impact of great leaders

·         Some of the best CEOs of the world

·         Assessing your organization’s leadership

Strategic choices and people choices

·         Hiring only the right people

·         The cost of bad hires

·         The clean-up: how to deal with not-so-great employees

·         The character and abilities of the ‘right’ people

·         Hiring for a cultural fit

·         What comes first: the people or the path

·         The Google model – recruitment vs. training

Truthful leadership

·         The courage to face bad news

·         A culture of integrity and transparency

·         To whom you should listen and where you should seek information

·         The faith vs. facts paradox

·         Data-driven leadership

·         Demotivating the right people

·         The three dimensions of great organizations and great people

·         Passion

·         Talent

·         Money

·         The greatness council

·         Who are the great council members

·         The role of the greatness council

Discipline and technological agility

·         The definition of organizational discipline

·         Balancing discipline with intrapreneurship spirit

·         The good-to-great matrix of organizational discipline

·         The disciplined freedom – developing a ‘stop doing’ list

·         Careful selection of the right technology

·         Avoiding the technology trap