Adaptive Leadership: Leading an Agile Workforce in the 21st Century
This leadership program is designed to help senior-level working professionals develop their capacity to exercise adaptive leadership as well as design transformation within a workplace. Using the Adaptive Leadership framework taught at professional graduate schools at Harvard, such as Harvard Business School and Harvard Kennedy School, as well as Design Thinking mindsets and toolkits, taught and practiced at the Stanford Design School – participants will learn to exercise leadership in a way that generates value across different sectors and disciplines; gain critical skills for solving complex organizational problems; think deeply and broadly about their position of influence; and the impact their decisions may have on themselves, their organization, and external stakeholders. By the end of the program, participants will learn to interpret the dynamics of power and progress, and respond constructively and proactively towards driving transformation and building an adaptive culture.
The program aims to introduce participants to a framework of thinking and decision making that would allow them to engage in the complex and challenging tasks encountered in the process of transformation and renewal in their teams, departments, and companies. Participants will develop an Adaptive Leadership toolkit that provides methods of stakeholder mapping, interventions, and strategic communication techniques that help reveal the problem, garner perspectives, gain insights, and help inculcate an adaptive culture. The program also helps participants develop guidelines to approach complex activities by analyzing challenges and dilemmas that have been faced by peers in similar situations around the globe as illustrated in the case studies of Harvard University.
Participants will engage in plenary sessions, interactive workshops, and case discussions with Teaching Fellows from Harvard University and other world-leading institutions. It also serves as a forum of small group discussion by participants in discussing some of the challenges they are facing (or have faced).
Who Should Attend
• 40-60 senior level managers
Through the program, participants will:
- Learn to orchestrate a process of adaptive change and creative problem solving in times of uncertainty
- Engage in a process that allows one to identify personal barriers to change and a method to overcome them
- Gain a toolkit of skills to gain insights, solve problems, and instil a disciplined collaborative ecosystem
- Learn how to manage competing stakeholders and the losses associated with change
- Learn how to use creativity, power, and authority to mobilize teams
- Create the framework of a plan for how to put the concepts learned into action
- Develop strategies for using one’s character to building value-add relationships within their organization
- Create a personalized leadership action plan to make them more effective and accountable at work
Samuel is the Co-founder and President of the Center for Asia Leadership. Passionate about nurturing and empowering talents in Asia, he has been actively engaging various stakeholders in developing and running over 42 programs annually in more than 27 countries in Asia to help emerging leaders explore opportunities to be socially responsible in facing the region’s complex challenges. Samuel oversees them, along with a team of 36 comprising Faculty and Teaching Fellows from Harvard and Stanford University, and administrators at the main office in Boston, U.S., and the Asian regional hubs in Kuala Lumpur, Seoul, Manila, and Tokyo.. Prior to establishing the Center, Samuel worked for 14 years in varying sectors from strategy consulting and social entrepreneurship to international development, politics, and government. He served as a Visiting Fellow at the Asia Center at Harvard University and at the Kellogg School of Management in Northwestern University. He holds a Masters of Public Administration from the Harvard Kennedy School of Government and completed his undergraduate studies in law and political science.
Signo Uddenberg has a background in sustainable engineering and human-centered design, specifically studying how environments affect how people feel, behave and perform. He leads the Innovation and Experience Design practices at MKThink, a San Francisco-based intelligent places firm as well as at Cintra and 2Seeds Network, a global food infrastructure network. He holds a BA in Natural Science from Pepperdine University, a BS in Civil Engineering from the University of Southern California and a MS in Sustainable Design & Construction from Stanford University, where he also coaches and develops programs at the d.school.
Umar Shavurov is an international development consultant and an Adaptive Leadership trainer with extensive multi-cultural experience. A former senior consultant to the World Bank, Umar has more than 15 years of experience in strategic and change management in public and private organizations around the world. Umar is currently helping the Communications Team of the Faculty of Arts and Social Science (FASS) at the National University of Singapore map their university-wide transformational agenda. He is also working with the German Technical Assistance Agency (GIZ) as a trainer to help them tackle the climate change agenda. Umar holds a Masters in Public Administration (MPA) from the Harvard Kennedy School where he trained under Harvard Professors Ronald Heifetz and Dean Williams in Adaptive Leadership.
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