Dr. Wade started his career serving 20 years in senior leadership positions with a focus on change management. He then excelled in the management consulting and leadership development industries for the past eight (8) years, first as an Executive Vice-President and then with his own leadership development company.
Dr. Wade been involved with leadership development, change management, and generational and cultural mega-trends and meta-narratives since the mid-90’s. He is a passionate leadership futurist and expert in adapting to generations, culture, and the future of leadership. As an expert at the forefront of the latest leadership development training, Dr. Wade’s subject matter and proven process will empower you and your organization to successfully develop the critical skills necessary to thrive in today’s leadership environment.
Dr. Wade has extensive experience training leaders in various sectors from healthcare to technology to finance and more. This course, and the subsequent subject matter, will guide course participants through many of the pitfalls and struggles in the modern leadership environment and enable them to master adaptive solutions. Each participant will feel inspired and will have gained practical understanding and actionable steps in relation to adaptive leadership.
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Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
Perhaps the modern era can best be described by Bob Dylan’s song, “Times they are a-Changin’.”
The world and corresponding business environment are often described as VUCA which stands for volatile, uncertain, chaotic, and ambiguous. Emerging technologies like quantum computing, robotics, and artificial intelligence are defining the future of work. So is the millennial mindset and the rapid change of culture. The way that millennials and Gen. Z view work and employment has some very prominent differences in comparison to other generational cohorts. Along with these changing employment drivers is the fact that there are more millennials in the workforce than any other generation and it becomes crystal clear that older tactics and paradigms of work and leadership are no longer effective. What is needed is adaptation. Ultimately, millennials are driving workplace change and the need for adaptive leadership.
The International Business Machines Corporation (IBM) was founded in 1911 as the Computing-Tabulating-Recording Company (CTR). IBM was one of the vanguard companies in the early development of computing technology. The company came to prominence in the 1960’s with mainframe computing and reached its pinnacle in the 1980’s with the advent of personal computers.
The 1990’s were difficult years for IBM. The company faced financial struggles including a loss of more than $8 billion in 1993. The personal computer market got extremely competitive with the emergence of companies like Dell, Compaq, and HP that resulted in IBM’s market share plunging to 20% from 80%. Technology was evolving rapidly which required an agile and innovative environment to offer services and products to align with emerging trends… and IBM was anything but agile and innovative. And to top it off, culture and the generational workforce began shifting.
With all these threats facing IBM, the company was forced to adapt. They adapted their strategy, structure, and workforce solutions to meet with contemporary demands. IBM adapted and things began to change.
Today, IBM continues to adapt to the technological, cultural, and generational challenges. They have employed various strategies to engage a multi-generational workforce including mentorship programs, training and development opportunities, and open communication. IBM is now a global leader in hybrid cloud computing, artificial intelligence (AI), and consulting services. They understood and employed the power of adaptive leadership.
Common Case Story
Jane is 60 years old. She had a few good jobs after college before landing at her current company. She has been employed there for 31 years now. She loves the company and has invested a lot of her time and energy there. Jane rose through the ranks and is now a mid-level manager responsible for a team of 25 employees. Her team is diverse including generationally. Jane finds that she doesn’t know how to handle some of her older employees who complain about some of the younger employees… partly because she agrees with them. Furthermore, the tactics that work to motivate employees around her age do not work for millennials and Gen Z. This predicament frustrates Jane. She finds that younger employees often seem entitled, spoiled, and critical of some of the older team members. Jane has had several millennial workers just quit by not showing up for work. Jane can’t even fathom just quiet quitting. It is against everything she was raised to do and believe. She also notices that some of the younger generations are disengaged at work and doesn’t know how to motivate and inspire them.
In Jane’s conversation with some of her younger team members she hears them voice their frustrations as well. Many of them feel that some of the older team members are outdated, not in touch with the times, and unwilling to change or try something new. Most of them feel they are looked down upon, misunderstood, and told to keep their ideas to themselves.
Ultimately, Jane hears the frustration of both sides. She just doesn’t know how to adapt her leadership style to reach both sides and move toward being a cohesive, highly effective team.
Scenarios like this are played out every day in tens of thousands, if not hundreds of thousands, of organizations around the world.
The problems that leaders, managers, and human resource professionals face within their organizations today can be quite frustrating, especially considering the constant state of change.
IMAGE TOO BLURRY
Generational conflict, like in the case story, is prevalent like never before. When organizations and teams experience generation conflict it destroys the potential and effectiveness of the organization or team. What is needed is understanding of generational differences through shaping factors and cultural trends. Understanding, coupled with empathy, will decrease generational conflict, and enable disagreements to be resolved quickly. This course will enable course participants to gain clarity regarding other generations and worldviews and will greatly reduce generational conflict.
Communication is difficult. It is problematic for people who are similar. It is much more complicated when considering times of change and difference in generational communication styles and preferences. These differences often lead to misunderstanding, miscommunication, and even outright conflict. A major factor in the success or failure of an organization is its ability to develop healthy and effective communication skills. This course will offer solutions and develop the skills necessary to communicate effectively in today’s marketplace.
Ineffective management styles are one of the top contributors to the success or failure of the workforce. There have always been bad managers. In fact, it’s true that people don’t leave jobs, they leave bosses. Employees no longer tolerate being yelled at, inappropriately being micromanaged, or feeling dismissed by unempathetic managers. In fact, having quality managers matters more now than ever before. Poor leadership is a leading contributor to many of the problems companies face today. The trends are clear, leaders need to adapt to a new model for a new era. This course will give participants the tools necessary to be successful managers and leaders.
The absence of emotional intelligence destroys trust and deteriorates relationships. An individual’s emotional quotient is directly correlated to that person’s ability to succeed as a leader. Without an emotionally intelligent leader a team will be less productive, void of trust, and experience higher turnover rates. The good news is that emotional intelligence can be learned. It is something that can be developed. In this course, participants will be encouraged to grow in their emotional quotient. They will learn about all the aspects of emotional intelligence and then write out specific action steps that will enable them to grow in their emotional intelligence.