ILGE                                                            Philippines                The Institute for              ...
Program Outline:      Program Outline:                                                                 Faculty     Leaders...
Upcoming SlideShare
Loading in …5
×

Ceo Reality Check New Leadership Strategies For The 21st Century Ls 010 Day 1, Makati City, Philippines, June 13, 2012 1:30 pm - 9pm

270 views

Published on

CEOs today have immense responsibilities in their hands as their companies and organizations undergo significant changes. With these changes come increasing demands from above, below, and outside the organization leading to new levels of stress and burn-out tendencies. Recent research indicates that the average tenure of CEOs has dropped to new low levels of an average of 2-3 years while tendency for burnout now is at the 85% level. These new challenges must be faced and new leadership skills, mind-sets, and competencies must be developed. The future requires CEOs who have made the transition to becoming strong, agile, and empowering leaders. The workshop will be an interactive and engaging exchange of ideas and also provide fresh, new concepts, approaches, and case examples of leaders and organizations that excel in times of challenge such as these. Core competencies focused on include: developing leadership competencies for the 21st century, how to overcome major challenges facing leaders today, coping with loneliness and stress at the top, how to overcome the major “ceo career de-railers”, and re-energizing your own personal vision and motivation.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
270
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Ceo Reality Check New Leadership Strategies For The 21st Century Ls 010 Day 1, Makati City, Philippines, June 13, 2012 1:30 pm - 9pm

  1. 1. ILGE Philippines The Institute for Collaborative Leadership & Global Education Partner (ILGE) CEO Reality Check: New Leadership Strategies for the 21st Century (LS010 - Day 1) ILGE Senior Level Executive Diploma Program - first part June 13, 2012 - Makati City, Philippines - Dusit Thani Hotel - 1:30pm - 9pmDescription: Earn credits you deserve !Part of an Internationally accredited Leadership DiplomaProgram in collaboration with Nova Southeastern Senior Level Executive Diploma ProgramUniversity, Fischler School of Education & Human Core CompetenciesServices, USA. Earning credits towards doctoral ormasters level degree program. Credits also transfer toILGEs new Global ExecutivePresidents, CEOs, CFOs, Division Heads, General Managers, Senior Vice Who should Attend: : MBA (GEMBA) DegreePresidents, EVPs, other senior level executives with top-level responsibilities, executives from diverseProgram.organizations, and those being groomed for executive-level posts.CEOs today have immense responsibilities in their hands. their companies and organizations undergo significantaschanges. With these changes come increasing demandsfrom above, below, and outside the organization leading tonew levels of stress and burn-out tendencies. Recentresearch indicates that the average tenure of CEOs hasdropped to new low levels of an average of 2-3 yearswhile tendency for burnout now is at the 85% level. Thesenew challenges must be faced and new leadership skills,mind-sets, and competencies must be developed. Thefuture requires CEOs who have made the transition tobecoming strong, agile, and empowering leaders. Theworkshop will be an interactive and engaging exchange ofideas and also provide fresh, new concepts, approaches, “Learn how to master and developand case examples of leaders and organizations that the proven skills and competenciesexcel in times of challenge such as these. Core that will ensure your ongoing success. “competencies focused on include: developing leadershipcompetencies for the 21st century, how to overcome major Shown here is the competencychallenges facing leaders today, coping with loneliness diagram for Leadership Skills for the 21stand stress at the top, how to overcome the major “ceo Century LS010career de-railers”, and re-energizing your own personalvision and motivation.“ Great ! This is the best “culture changing” information I haveever heard!- Anthony D’ Arne, Plant Manager, Union Carbide Canada, LT, Toronto U.S.A. Egypt U.S.A. U.A.E
  2. 2. Program Outline: Program Outline: Faculty Leadership Competencies for the 21 Setting a Course Leadership Competencies for the 21st st John P. Keenan, Ph.D. is the  Introduction and Overview and Problem Century/ Decision-Making and Problem Century/ Decision-Making founder, President, and Professor of Solving  Setting an Agenda Solving Leadership Studies for the Institute  8-Core Roles and Competencies  Core Competencies Competencies 8-Core Roles and for Senior Managers for Leadership and Global Education  Four of Leadership Development 4 As As of leadership development  Four As of leadership development (ILGE). He has over 30 years of  Leadership Quotient  Leadership Quotient experience in presenting workshops  Strategic Reality Check:Model Leadership  Strategic Performance Model Leveraging and providing consulting services Leadership Performance  Ideal leader - competencies and skills  Ideal leader - competencies and skills  Pre-21st Century Leadership to organizations throughout the world. He is internationally  Project team and benchmarkingand problem  Assessment and benchmarking Assessment - decision making recognized as an organizational psychologist and as a leader  Why Leadership and Not Just Management  solving assignment  Anatomy Factsdecision model Troubling of a decision model Anatomy of a - CEOs in the design and development of leadership and  Project team - decision making and problem  Leadership as - decision making and problem Project team philosophy, life role, management educational programs. Managing and Leading and full person developmental process, Through solving assignment solving assignment  Simulation Leadership Transactional Dr. Keenan provides consulting services to organizations  8-Core Roles and Competencies  Simulation  Strategic Performance Model - how to Full-range leadership model such as SONY,Inc., Shell Oil Company, Ersnt & Young,  Personal assessment: your strengths and Caterpillar, Inc., Dubai Airport Free Zone Authority (DAFZA), Managing and Leading Through goals influence performance, achieve Managing and Leading Through IMO State Government (Nigeria), Abu Dhabi Oil Refining  improvement areas Transactional Leadership- benefits and Laissez-faire leadership Transactional Leadership Company (TAKREER), ADMA-OPCO, Lucent Technologies  problems leadership model - how to  Full-range leadership model - howFactor (AT&T), Honeywell Inc., BHP Billiton – Trinidad-Tobago, Personality Flaws and the Resiliency to Full-range  Management-by-exception influence performance, achieve goals influence performance, achieve goals  Common Personality Flaws to De-Rail a Career Lands End, Inc.; University of Wisconsin, Harley-Davidson,  Contingent reward  Laissez-faire leadership - benefits and Inc., General Mills, Inc., American Airlines, Inc,  The Resiliencyleadership - to Executive Laissez-faire Factor - Key benefits and  Assessment and benchmarking problems problems Success Camcar/Textron, Inc., Eaton Corporation, Bell Laboratories,  Case studies  Management-by-exception The Tone Test Management-by-exception U.S. Department of Energy; Ameritech, Inc., U. N. Emergency  Contingent reward  Assessments and Simulations  Contingent reward and Disaster Relief Program, Fairchild Semiconductors, Inc.,  Assessment andTransformational Leading Through benchmarking NEC Semiconductors, Philip Morris, Panasonic, Nestle, Alkar  Assessment and benchmarking (a Division of DEC International), Sammons Financial  Case studies Leadership / Reality Check - Leveraging OrganizationalAction Planning  Case studies Holdings, Inc., American Institute of Banking; M & I Data  Transformational leadership - how to Organizational Culture Services, Inc., Institute of Managerial Accountants, Land  Square ThroughExercise stimulate others energize and - Transformational Wheels Leading Through Transformational Leading Factsintellectually  Troubling4 Is Today Transport Authority (Singapore), Delaware State University, Leadership with the Leadership Sudan Presidential Commission on Quality and Excellence,  Organizational Challenges  Individual consideration  Transformational leadership - how to  Transformational leadership - how to Organizational Culture Profile Assessment Posbanc of Singapore, MAF-DALKIA – Dubai, Ministry of  Intellectual stimulation energize and intellectually stimulate others Education – Singapore, Ministry of Education – Trinidad-  energize and intellectually stimulate others Organizational Audit  InspirationalBuild a Higher Performance Culture  with the 4 to motivation Strategies Is with the 4 Is Tobago, National Association of Freight Logistics (Dubai),  Idealized influence  Individual consideration Individual consideration Planning Council - Government of Qatar, Oasis Hospital of Al  Leadership stimulation - individual and  Intellectual stimulation PQ-21 Change style profile Intellectual Model Ain, Marafiq Power and Utility Company for Jubail and Yanbu  group - Saudi Arabia, Hilton Jumeirah International  Inspirational motivation  Executive Education Inspirational motivation  PQ-21 Strategic Implementation Model (SIM)  Assessment and benchmarking Idealized influence Idealized influence  PQ-21studies Performance Coaching A gold medal winning author, he has published seven books,  Case Leadership style profile - individual and Leadership style profile - individual and more than seventy articles in major journals, and presented group group more than sixty research papers on such subjects as Transferring Learning to Work Environment /  AssessmentLearning to Work Transferring and benchmarking  Assessment and benchmarking performance enhancement, team building, leadership, work  CasePlanning Action Planning Action  Case studies/ Environment studies stress, identity as a manager, performance coaching, management ethics, whistle-blowing, and terrorism. He has lectured throughout the world including the US, Canada, “One of the best I have ever attended…rank( it) United Kingdom, United Arab Emirates, Egypt, Turkey, above programs at Harvard and University of Nigeria, Sudan, Colombia, Pakistan, Malaysia, Vietnam, Michigan. It was well planned, organized, and Spain, Singapore, Philippines, Thailand, Austria, Belgium, Norway, Greece, Bahrain, Qatar, Costa Rica, Argentina, run. It provided many beneficial and practical Ireland, Chile, Barbados, Bali, Indonesia, St. Maarten, St. insights. I will recommend it to others.” Lucia, Trinidad-Tobago, and Brazil. - James A. Satchel, Michigan Department of Contact at: Email: (john@institute-leadership-global.org), Transportation. +1 716-390-9657(tel); +1-320-514-6309(fax), website: www.institute-leadership-global.org Other Programs in the Senior Level Executive Diploma Program to be to be conducted in 2012 -Asia CEO Forum - Philippines!!! - ILGE s 2013. Collaborative Partner + High Performance Leadership For ExecutivesDescription: This special event is being presented by the (LS020)Institute for Leadership and Global Education (ILGE) in + Transformational Leadership and Change Forcollaboration with Philippines Collaborative Partner - AsiaCEO Forum Philippines. Our goals are to bring new, Executives (LS030)innovative programs and services to the Philippines. This Investment: $1,300reg/$395 with launch grant!program is the first day of ILGEs Senior Level ExecutiveDiploma Program, with remaining parts of the Program to Registration: Seating limited so please register now - www.asia-be offered later in 2012 and 2013. Programs are accredited ceo.org/register.htm (Visa, M/C, Amex accepted). Payment can also beby US Commission on Higher Education and US Regional made through bank draft or cheque). More Info: Email, or callAccrediting bodies with value of transfer credits equivalent t +632 921 413 4882 (tel); t: +632 892 6703, or m: +63 908 880 4177 +1-320-514-6309(fax),to $500 USD per day for doctoral or masters level Degree Email: john@institute-leadership-global.org, rbustamante@chalre.comPrograms. Website: www.institute-leadership-global.org, www.asia-ceo.org.

×