Organizations seeking to thrive in today's turbulent times cannot change through technical approaches. They need a new kind of leadership.
Institutions and organizations have become more complex and fast changing. The leaders are required to know themselves as well as their behaviors to reflect the constant changing environment.
Consulting places an emphasis on diagnosing the problem and finding a cure. In today's world of complex organizations the traditional linear approach is becoming less and less vaible.
For those who appreciate the importance of reflection, but find it difficult to execute, we offer individual and team coaching to develop self-reflection. The value of reflection is based on the permise that the better one understands one's own behavior, motivations and beliefs, in the context of the current situation, the better one can choose a response that produces the desired outcome.
Organizations seeking to thrive in today’s turbulent times cannot simply force change through technical approaches such as restructuring and reengineering. They need a new kind of leadership: a capability to reframe dilemmas, reinterpret options, and reform operations – and to do so continuously. One which is built on greater awareness of individual styles and performance strengths.
“Dealing with Uncertainty and Ambiguity” engages leaders to explore what it means to be a leader today and to identify the leadership aspects required for organizational transformation. This program provides research-based frameworks to understand the human aspects of change in the context of leading. Participants will have opportunities to exchange experiences, to grow as leaders and to gain insights in their agility to reflect and learn. These core leadership capabilities are crucial for success in the face of new challenges.
This program also creates the environment required to develop a network of trust among the participants. It builds a common language and develops bigger minds to solve even bigger problems.
Identified High Potentials in your organization, management level, and anyone responsible for driving change.
By taking part in this developmental experience, leaders will:
Institutions and organizations have become more complex, uncertain and fast-changing in recent years. Leaders are required to know themselves as well as their behaviors and thoughts to reflect on the constantly changing environment. Organizations are conscious of a need for greater flexibility and openness for change, which can lead to anxiety, though they do not know how to develop their leaders when information is incomplete and ambiguous and the consequences of actions are highly unpredictable.
Tertiary educational institutions, with specific reference to Business Schools, are not adequately preparing leaders to understand and cope with the levels of ambiguity and uncertainty which they will face back in their organizations.
This program will create the environment to develop the ability to reflect on how individuals deal with uncertainty and ambiguity. It also reflects on microskills that are essential for individuals to support positive behaviors and thinking in times of change.
This program caters for students who have experience in working life and who are confronted with uncertainty and ambiguity at the workplace.
By taking part in this developmental experience, students will:
Consulting places an emphasis on diagnosing the problem and finding a cure. In today’s world of complex organizations and institutions marked by rapid knowledge proliferation and intertwining of cultures, traditional linear approaches are becoming less and less viable. Problems are quickly redefined, new knowledge is constantly surfacing and being challenged, and no solution is a permanent one. “Consulting in Uncertainty and Ambiguity” articulates and addresses the complexity and interconnectedness of the world where the only certain core is yourself and the knowledge about yourself.
Emphasizing the person as a consultant, as well as the skills one must possess in any uncertain and dynamic environment, this seminar will help you to identify and reflect on your own behavior.
This seminar is ideal for any consultant who has to stand in front of a management team and gather information on the problem or variations thereof, or who has to present an analysis or proposals based on a possible understanding of output and outcome.
By taking part in this developmental experience, consultants will:
For those who appreciate the importance of reflection, but find it difficult to execute, we offer individual and team coaching to develop self-reflection.
The value of reflection is based on the premise that the better one understands one’s own behavior, motivations and beliefs, in the context of the current situation, the better one can choose a response that produces the desired outcome.
Deeper understanding of what drives one’s behaviors will improve an individual’s ability to:
Being an iconic image of ‘boundless’, Flooris van der Walt is both South African and Swiss, and has lived and worked in both countries.
He is a clinical psychologist who practiced as a psychotherapist and is registered with the Health Professions Council in South Africa. In Switzerland, he is registered as a psychologist with the “Psychologieberufekommission” and is member of the Swiss Society for Coaching Psychology.
He received his post-graduate degree in Gifted Child Education, and subsequently completed an MBA, specializing in HR.
After gaining experience in general HR at both headquarters as well as plant environments in South Africa, he was transferred to Switzerland as an international consultant in Management Development and Education. In these positions, he gained experience in Asia-Pacific, Eastern Europe and North America.
On leaving LafargeHolcim, he became head of an academy at Cofely. He returned to LafargeHolcim as Head of HR Management of the central services company and continued as Head of Corporate Recruitment and Appointments. He changed to be the responsible person for People Development issues within the IT and Internal Auditing functions worldwide with his last function as VP Global HR Business Processes.
He led Oerlikon in various HR functions, as Head of Group Talent Management.
He enhanced his education with lifelong learning through courses including the “Advanced Human Resource Executive Program” at Michigan Ross Business School, “HR in Asia” at INSEAD, “Entrepreneurship” at Babson College, “Senior Management Program” at IMD Business School, “Advanced Management Program” at Harvard Business School and “Consulting and Change” at the Tavistock Institute of Human Relations.