Our objective is to support our clients build their organisation’s leadership capabilities, encourage development and innovation, and assist with change initiatives that are in line with the organisation’s strategy.
Arising from his experience, the Institute’s Director Geoff Lorigan has identified seven important phenomena:
- At least 50 per cent of all strategic initiatives fail on implementation and 80 per cent of the failures are the consequence of people-related issues.
- Most middle and senior managers have very low levels of intrapersonal and interpersonal awareness and skills. The majority of them have never had the opportunity to see themselves through the eyes of their colleagues. Very few understand that other people are often wired-up very differently.
- Teams of modest achievers often well outperform groups of highly talented individuals on complex strategy problem- solving and strategic implementation planning exercises. Unfortunately, not many managers have effective teamwork skills.
- Most top managers in New Zealand consider that the culture of their organisation requires radical change.
- The majority of managers have had some form of management education but very few have been provided with leadership development training and coaching.
- Many strategy development and implementation exercises are ineffective due to the lack of strategy process skills, leadership skills and strategic communication skills.
- The low level of leadership development training that is undertaken by organisations in New Zealand is often ad-hoc and not aligned with their strategic agenda. These phenomena are the pillars of the Institute for Strategic Leadership.
PURPOSE & ACCREDITATION
The Institute for Strategic Leadership is positioned as an executive development provider for top level executives based on experiential learning processes with a focus on commercial relevance. Its educational processes are considered to be best practice and the content of its programmes underpinned by integrated research-informed business theory. The Institute does not however position itself as an academic research organisation, nor a training provider. It sits comfortably in a space of its own as an Institute that focuses on providing first class executive development.
The Institute has not sought accreditation from any domestic or international accreditation bodies. Its growing reputation sits proudly on the shoulders of its 1,200 + alumni, which include:
RELEVANT RESEARCH THAT UNDERPINS TEACHING AND PRACTICE
ISL undertakes extensive literature research from reputable sources and distils and applies the knowledge obtained so that it can be used for effective teaching and model building.
The emphasis is on relevance and value creation; not research for the sake of references and publications.
Given the ever-increasing number of programmes being run by ISL and the growing number of participants and client organisations, ISL is building a valuable source of data and observations that will soon be used for the writing of peer reviewed research outputs.
In the meantime, ISL uses each classroom as a learning lab and the faculty reflect, discuss, debate and upgrade concepts, knowledge and processes after each programme.