Leadership Advancement

The transition into the upper tier of leadership responsibility requires a broadening perspective and increasing ability to address complex issues and initiatives.

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Leading Managers

Leaders of senior professional staff and management personnel must learn to integrate cross-functional perspectives into their decision-making process. This includes developing the ability to manage complexity and politics and sell ideas to senior leaders.

Providing leadership to others in leadership positions involves:

  • Thinking and acting systematically
  • Managing organizational complexity
  • Negotiating adeptly
  • Selecting, developing and leading managers for high performance
  • Taking risks
  • Implementing change
  • Managing globally dispersed teams

Leading Functions

Leaders of functions or divisions are called upon to set vision and build toward the future. This demands the foresight to effectively balance the inherent trade-offs between short- and long-term goals.

Aligning the organization for strategy implementation takes leaders with an aptitude for:

  • Being visionary
  • Driving results
  • Strategic thinking and acting
  • Creating engagement
  • Identifying innovation opportunities for new business
  • Working across boundaries
  • Leading globally

Leading the Organization

As head of an enterprise, one is tasked with setting organizational direction gaining commitment for performance as well as refine and build strong executive persona.

Other critical competencies include:

  • Creating and articulating vision
  • Creating strategic alignment organization-wide
  • Leading the culture
  • Building executive image
  • Inspiring a culture of innovation
  • Catalyzing change
  • Leading outwardly
  • Developing a leadership talent strategy aligned with business strategy


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