Event Highlights

In its simplest terms, negotiation is a discussion intended to produce an agreement. It is the process of bargaining between individuals or groups with two or more interests. Win-Lose negotiation is about 'winning' at all costs, even where the outcome of winning will have a detrimental impact on the other party. Lose-Lose is a scenario where neither party benefits from the negotiation. Win-win negotiation aims to resolve the conflict in a way that leaves all parties feeling they have in some respect 'won' when the negotiations are complete and is therefore what you should aim for.

The Institute of Leadership and Management's Dimensions of Leadership are based on extensive research into the knowledge, skills, attitudes, behaviours and values that enable organisational leaders to achieve successful outcomes in any private, public or voluntary sector.

Negotiating is a component of Collaboration. Within Negotiating, we also cover key topics including Spotlight on What is Negotiation, Spotlight on Win:Win Outcomes and Spotlight on Assertiveness.

To access the learning resources, visit www.institutelm.com

Communicating with someone means sharing or exchanging information, for example by speaking, writing, or using technology. The sender has a message to convey and needs to decide how to 'transmit' it, for example, oral communication via telephone, face to face, team briefing, or written communication via email, text, document. The encoding of a message is the production of the message and the decoding is how the receiver is able to understand and interpret the message. Only when the receiver gives a response does the communication become two way.

The Institute of Leadership and Management's Dimensions of Leadership are based on extensive research into the knowledge, skills, attitudes, behaviours and values that enable organisational leaders to achieve successful outcomes in any private, public or voluntary sector.

Communicating is a component of Collaboration. Within Communicating, we also cover key topics including Spotlight on Formal and Informal Communication, Spotlight on Language and Non-Verbal Communication and Spotlight on Presentation Skills.

To access the learning resources, visit www.institutelm.com

Decision-making is about selecting the best choice from all the available alternatives. You need to gain agreement and clarity about why a decision needs to be made, understand what the decision is trying to achieve, and be open to all possible options, seeking advice from others to avoid unconscious bias.

The Institute of Leadership and Management's Dimensions of Leadership are based on extensive research into the knowledge, skills, attitudes, behaviours and values that enable organisational leaders to achieve successful outcomes in any private, public or voluntary sector.

Decision Making is a component of Ownership. Within Decision Making, we also cover key topics including Spotlight on Decision Making Tools and Techniques, Spotlight on Cost-Benefit Analysis and Spotlight on Implementation and Evaluation.

To access the learning resources, visit www.institutelm.com

Integrity is one of the most important attributes of leadership. If you have integrity your actions do not contradict your values, and you demonstrate consistency in everything you say or do. You cannot be an authentic leader without having a clear understanding of your values, or without acting in accordance with them and keeping your promises, and you will do the right thing for the right reasons, regardless of the circumstances.

The Institute of Leadership and Management's Dimensions of Leadership are based on extensive research into the knowledge, skills, attitudes, behaviours and values that enable organisational leaders to achieve successful outcomes in any private, public or voluntary sector.

Integrity is a component of Authenticity. Within Integrity, we also cover key topics including Spotlight on Personal Mission Statements, Spotlight Walking the Talk and Spotlight on Moral Courage and Office Politics.

To access the learning resources, visit www.institutelm.com

All organisations exist to transform inputs (such as a skilled workforce, materials, information, capital equipment, land, buildings) into outputs (such as goods and services) to provide value for users. To achieve the best possible outcome, i.e. the overall value that users obtain because of the performance of the activity or service you provide, your organisation must focus on maximizing the quality of its transformation processes. Focusing on outcomes rather than being preoccupied with inputs will help to drive your organisation's growth, sustainable impact and profitability.

The Institute of Leadership and Management's Dimensions of Leadership are based on extensive research into the knowledge, skills, attitudes, behaviours and values that enable organisational leaders to achieve successful outcomes in any private, public or voluntary sector.

Delivering Outcomes is a component of Achievement. Within Delivering Outcomes, we also cover key topics including Spotlight on Outputs not Inputs, Spotlight on Measurement and ROI and Spotlight on Mindfulness.

To access the learning resources, visit www.institutelm.com

Stakeholders are individuals, groups or organisations that are affected by the activity of the organisation. Stakeholder theory challenges the idea that only the values of an organisation's owners, directors or shareholders should determine its strategic direction. The theory recognises that other parties are important in determining the functions and the success of a business or organisation, i.e. its stakeholders.

The Institute of Leadership and Management's Dimensions of Leadership are based on extensive research into the knowledge, skills, attitudes, behaviours and values that enable organisational leaders to achieve successful outcomes in any private, public or voluntary sector.

Engaging Stakeholders is a component of Collaboration. Within Engaging Stakeholders, we also cover key topics including Spotlight on Recognising Stakeholders, Spotlight on Stakeholder Theory and Spotlight on Managing Stakeholders.

To access the learning resources, visit www.institutelm.com

'Empowering' means giving your team members the authority or power to do something, to take more control, and to become stronger and more independent. Keeping employees informed of changes within the organisation and providing training and development opportunities can help give a sense of empowerment, as can providing interesting tasks and new challenges.

The Institute of Leadership and Management's Dimensions of Leadership are based on extensive research into the knowledge, skills, attitudes, behaviours and values that enable organisational leaders to achieve successful outcomes in any private, public or voluntary sector.

Empowering is a component of Ownership. Within Empowering, we also cover key topics including Spotlight on Delegation, Spotlight on Empowerment and Spotlight on Participative Leadership.

To access the learning resources, visit www.institutelm.com

1. Resilient leadership adaptation and managing change
2. Awakening the inner leader
3. Physical Intelligence
4. Leading for results – not popularity
5. Leading through uncertainty
6. Five leadership disciplines that engender organisational agility
7. Inspiring young women to be future leaders
8. Bringing your whole self to work
9. HR strategies for a flourishing Africa
10. From quiet reflection to focus and effective action
11. The role of servant leadership and ubuntu in transforming the autocratic leader
12. Working well
13. What can we learn from critical incidents in cross-cultural communication?
14. We can ALL be leaders if we choose to be

1. Inter-generational strengths: leadership leverage in crisis
2. It's not the answers that are wrong – it's the questions
3. Technology: impacting the future in unpredictable ways
4. Agile leadership in higher education
5. Reducing the failure rate in mergers and acquisitions'
6. Balancing risk-taking with making mistakes
7. Islamic leadership and Peter Drucker
8. Not problems - opportunities

1. The dangers of endorsing single models of leadership in global markets
2. How to embrace the new by letting go of the old
3. When knowledge becomes obsolete
4. Why do we complain?
5. Embracing change
6. Is leadership dead? Again
7. Systems-thinking in a VUCA world
8. The new leaders for challenging and contemporary times
9. Administrative reform and e-governance in a digital era