1. The Institute
of Advanced Leadership
Creating billions of dollars
of additional profits for their clients…
www.AdvancedLeadership.org, tony@advancedleadership.org, Ph. +1-202-6810008, +61(0)2-80055969, +256(0)772-788000

2. Let me start by
giving you a very
brief introduction
to who I am.
Tony Lenart

3. I’m the International Chairman
and Senior Trainer / Consultant
for the Institute of Advanced Leadership
and a Founding Director of the MUBS
(Makerere University of Business School) Leadership Centre

4. Work Experience
 Senior Consultant & Trainer (and International Chairman)
– INSTITUTE OF ADVANCED LEADERSHIP (1998 on)
– THE ADDED VALUE CREATORS (1992 – 1998)
 C.E.O. - – ST VINCENT DE PAUL SOCIETY (1990 – 92) From 25yrs old
One of Australia’s largest 150 corporations —with 10,000 staff,
1200 branches, 46 divisions, and $ 1/3 billion in net assets.
Pictured is the Head Office 
 Business Manager – B.O.C. HEALTH CARE (1987 – 1990) 22 - 25yrs
Responsible for 5000 products.
Previous positions included Sales & Marketing Manager & National Marketing Services Mgr.
 Managing Partner – LENART / WOOSTER CONSULTING SERVICES (1985 – 1986) 20 - 21yrs
 Trainee Manager – T.N.T. RAILFAST (1984 – 1985) 19 - 20yrs
 Sales Manager – MACMILLAN PUBLISHERS (1982 – 1984) 17 - 19yrs
 Previous Positions: Field Manager / Senior Sales Rep / Sales Rep
 Proprietor – LENART PHOTOGRAPHY (1977 – 1980) From 12 - 16 years of age

5. Let’s start by looking at the Institute of Advanced Leadership…
These are our failures…
 We’re not aware of any company who did a lot of work with us
and went badly afterwards.
- However one company that did a single training with us did go bankrupt due to asbestos claims.
 We incorrectly scheduled one training
 Two clients doing One on One Leadership Development didn’t receive all we’d promised them.
 On 5 occasions we failed to raise the necessary funding
to do training that could have prevented violence re-erupting.
- As a result many thousands died who might otherwise have lived.
 Numerous times, companies failed to make the necessary investment
in our training, or to utilise our expertise in overcoming conflict
or changing staffs’ thinking, attitudes and approach.
 Some staff from IAL-Uganda sought to take over IAL-U from IAL International
and managed to get me (Tony ) thrown in jail overnight.

6. The Institute of Advanced Leadership have…
Helped Commonwealth Bank become
the top company in Australia
The graph shows the 1000% increase
in its share price since we trained
thousands of their staff.

7. Cisco Systems to briefly become
the top company in the world
 IAL provided a million dollars of Training
and One on One Leadership Development
(& Consulting) to Cisco Systems.
 Over this time their Market Capitalisation
increased from $8 billion to $400 billion.
Afterwards their Mkt Cap rose to $550 billion.

8. MTN to become the top company
in Uganda and Rwanda
 This graph shows the
massive increase in MTN’s
subscribers in Uganda
since our trainings in 2000

9. Orient Bank
to increase its profits by 80%
 And to avoid massive losses which they could have faced
if we didn’t help protect them from negative publicity.

10. And NSSF to increase its assets
by almost $1billion

11. Managers vs. Leaders
A manager
creates results.
A leader
creates the conditions
in which great results occur.
– Tony Lenart

12.  Management is about creating results.
Leadership is about creating the conditions in which great results occur.
 Most MD’s are good at management, but this keeps them so busy
that the vague intangible area of leadership is often neglected.
 This is where IAL shine. We work behind the scenes, with our Chairman
working kind of like a “Director of Leadership” for our key clients,
creating a great environment in the company where people excel.
This allows the MD to do all the massive work he needs,
while knowing that IAL are creating fantastic leadership results for him.
 And part of this is developing the rapport with, and understanding of key staff
so that important opportunities and non-standard interventions to avert unseen threats
can be shepherded (supported) through
– and the negative impacts of bureaucracy can be minimised.
What we do when we’re working with an MD or HRM

13. What we do when we’re working with an MD or HRM
We partner with an MD (or HRM) and support them as a:
 Mentor
 Virtual Deputy
Achieving the results of a Deputy MD, or “Leadership
Director”, but working from outside the organisation
 Advisor (and Expert)
 Problem solver
 Fix-it guy
 Friend of the workers
 Friend of management
 Conflict resolver
 Catalyst of change
 Sounding board (& friend) to the MD / HRM
 Supporter of the MD / HRM
 Intelligence provider
 Implementer of “The Unfair Advantage”
 Market researcher
 Undercover customer
 Undercover worker
 Employee engagement and mood barometer
 And a trainer & coach who can transform
the organisation and the thinking,
attitudes and approach of all staff.