Leadership Is A Mindset

Leadership is a mindset that creates the culture and environment of an organisation. Inspirational example and learning to make the heart sing! Authenticity, focus, sense of purpose and clarity of priorities all in evidence from Shakira. Leaders engage and energise those they have responsibility for. Shakira places herself as being responsible for enabling others to truly give of their best, to achieve the strategic mission of the organisation. The best Leaders, like Shakira, are humble but not subservient. Values shine out like a beacon, rather than being empty phrases on a poster. Respect. ⤵︎

Meet Shakira, the 11-year-old mini-CEO of Penny Appeal

DON'T WAIT! ONLY 14 OF 50 SEATS LEFT! It's not a virtual event. It's not a conference. It's not a seminar, a meeting, or a symposium. It's not about attracting a big crowd. It's not about making a profit, but rather about making a real difference. LEARN MORE HERE

Tony Munday
Tony Mundayhttp://www.achievesuccess.org.uk/
TONY developed his expertise during his Police career of 34 years. Whilst a Senior Leader, for 15 years, he recognised the challenges and pressures faced by Leaders, including those which were of his own making. Tony was a ‘maverick ‘as a Leader. He became accredited in, and practiced, coaching as a Leadership Style, and Situational Leadership (adopt a style relevant and appropriate to the context). This was unusual amongst colleagues and peers, who maintained a firm adherence to a ‘command and control’ style, on most occasions. Tony recognised that it was impossible for him to effectively lead and micromanage. In order to develop appropriate trust and motivation amongst those he had responsibility for, he ensured that he knew the person behind the role. This enabled Tony to effectively performance manage, with fairness. Where appropriate, Tony practiced a ‘service’ style of Leadership. He saw his role, as providing the strategic direction, the environment, setting the values and developing the people, so they took responsibility for delivery of their own and other’s performance. The subsequent trust gained, enabled Tony to save significant time compared to peers who micromanaged. Tony used this time on strategic planning and development of people, enabling them to maximise their potential, including out of his teams or departments. This was unique amongst his peers. Many peers behaved as if the first responsibility of their team was to make ‘them’ look good. This stifled development of their teams. Tony’s teams and departments consistently outperformed their contemporaries.