Bentley Leadership Breakfast Series
Please check back soon for our upcoming line-up of leadership discussions.
What is different about leading in times of complexity or even crisis? Uncertainty is high, consequences of decisions are high, and all eyes are on you. Leaders who will be trusted will first ground themselves, then establish synchrony with their followers and a positive emotional tone. They need to understand and validate the wants and needs of those around them while drawing on their own sources for resilience. This interactive session will explore considerations and opportunities for leaders to apply the Resonant Leadership Model in their work with teams and coworkers. Participants will have the opportunity to self evaluate how they are connecting with their stakeholders, and themselves, to best position themselves to lead in this unprecedented time and in complex situations going forward.
Yaro Fong-Olivares facilitates diversity, equity, and inclusion training for corporate partners.
Organizations are changing and becoming more diverse, inclusive and values-driven, as well as changing structures by becoming virtual or global. Our research reveals that employees and managers alike have difficulty engaging in conversations expected to be difficult or tense. On the other hand, we also know that learning organizations are feedback-rich, encourage authenticity among all employees, and harness the power of inclusion and cultural differences to meet business goals. To address that gap, we developed a session in which participants learn to engage in difficult conversations across identity differences, roles, and functions. This session helps participants develop this critical leadership competency that can in turn help organizations expedite efforts toward developing more inclusive, innovative and high performing teams and cultures.
The session begins with a deep dive into the courageous conversation framework and when and how to use the framework. The second half of the session is focused on scenario-based learning about intrapersonal, interpersonal and organizational level factors that enable effective, authentic and honest communication about difficult topics at work. Participants leave the session equipped and ready to begin practicing courageous conversations.
Successful leaders demonstrate effective interpersonal skills. However, the ability to interact well with others depends on doing intrapersonal work first. Paying attention to ourselves before paying attention to others begins with one key step: pausing. In this session, Professor Wiley Davi, co-author of the Leading with Uncommon Sense (forthcoming in 2020), will discuss how you can hone your interpersonal skills through one essential step: pausing. By pausing, leaders can collect important data in key areas by asking four questions:
- What is out of my awareness?
- What are my emotions telling me?
- Am I neglecting identity differences?
- Am I too sure?
According to the internet, a new generation of workers has arrived and they are already fundamentally changing the workplace — that Millenials just finished disrupting. Is this true, or fake news?
In this discussion we will look at survey responses from Generation Z individuals who have just moved into the workforce, to understand if they are really so different, after all. Bring your preconceptions, stereotypes, and questions and we will collectively see what holds up.
The most widely accepted methodology for managing organizational change is not well-suited to the pace of change in the 21st century. While many organizations are just now achieving some level of competence with this methodology, an extremely turbulent business environment requires a new, perhaps more challenging approach to thrive on the accelerated pace of change.
Mastering the Challenge of Organizational Change describes:
- Three major reasons why success rates for organizational change typically range from 35 to 60% and sometimes less
- Three fundamentally different approaches to organizational change
- Two important factors that define which approach to change is most appropriate
- Why today’s most common approach to managing organizational change is not well suited to today’s business environment
Marketers’ deep understanding of the customer means they are being asked to lead company-wide customer experience programs to drive more engagement with customers and employees.
In this session, Professor Ian Cross, Director Center for Marketing Technology will discuss how you can harness customer understanding and insight to create customer journey maps and better understand how your company can provide more value for customers and improve operations. We will look at 5 key areas:
- How to focus your organization to understand the customers' point of view
- Why it’s important to map customer experience with customers goals
- Where do you connect with your customer and what are the gaps between touchpoints
- What should you measure that is actionable and with purpose
- How to visualize data that resonates across your organization