ONLINE KEYNOTE SESSIONS in ZOOM FEATURING EMPOWERING SPEAKERS
and INNOVATIVE EXPERTS of ORGANIZATIONAL LEADERSHIP
When faced with a crisis, most leaders are forced to think and behave in ways that feel unfamiliar. Whether it’s a technological, financial, natural, or health crisis — at work or in the community — crises demand that leaders take an emergency response plan and adapt it as new evidence and factors present themselves.
All the while, effective leaders are able to remain calm and maintain a sense of perspective. Especially as organizational leaders face the current coronavirus (COVID-19) pandemic and associated disruptions in the global economy, Heifetz will touch on what to do to prepare and respond, in light of his latest research.
Ronald Heifetz is among the world’s foremost authorities n the practice and teaching of leadership. He speaks extensively and advises heads of governments, businesses, and nonprofit organizations across the globe. In 2016, President Juan Manuel Santos of Colombia highlighted Heifetz’s advice in his Nobel Peace Prize Lecture. Heifetz founded the Center for Public Leadership at Harvard Kennedy School where he has taught for nearly four decades. He is the King Hussein bin Talal Senior Lecturer in Public Leadership. Heifetz played a pioneering role in establishing leadership as an area of study and education in the United States and at Harvard. His research addresses two challenges: developing a conceptual foundation for the analysis and practice of leadership; and developing transformative methods for leadership education, training, and consultation.
Heifetz co-developed the adaptive leadership framework with Riley Sinder and Marty Linsky to provide a basis for leadership research and practice. His first book, Leadership Without Easy Answers (1994), is a classic in the field and one of the ten most assigned course books at Harvard and Duke Universities. Heifetz co-authored the best-selling Leadership on the Line: Staying Alive through the Dangers of Change with Marty Linsky, which serves as one of the primary go-to books for practitioners across sectors (2002, revised 2017). He then co-authored the field book, The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World with Alexander Grashow and Marty Linsky (2009).
FOR ILLUSTRATION PURPOSE ONLY____________________________________
For its first 200 years, the American economy exhibited truly impressive performance. The combination of democratically elected governments and a capitalist system worked because the economic life of the average American family got better in the vast majority of those 200 years. But since the bicentenary, growth in the economic prosperity of the average family in America has slowed to a crawl. At the same time, the prosperity of America’s richest families has grown to a level never seen before. This combination of the stagnation of the average family and the enrichment of the richest Americans threatens American democratic capitalism.
MANAGING THE UNEXPECTED provides a unique viewpoint on what has changed and why the helpful pursuit of efficiency has turned into a damaging obsession. The consequence is a fundamentally different distribution of outcomes that will get worse, not better as a natural consequence of treating the economy as a complicated machine and attempting to maximize its efficiency. Instead, we must recognize that the economy is a complex adaptive system in which we need to seek a productive balance between the pursuit of efficiency and the nurturing of resilience.
Roger Martin is a writer, strategy advisor and in 2017 was named the #1 management thinker in the world. He is also former Dean and Institute Director of the Martin Prosperity Institute at the Rotman School of Management at the University of Toronto in Canada. In 2017, Roger was named the world’s #1 management thinker by Thinkers50, a biannual ranking of the most influential global business thinkers. Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford.
Roger is a Professor Emeritus at the Rotman School of Management at the University of Toronto where he served as Dean from 1998-2013, Academic Director of the Michael Lee-Chin Family Institute for Corporate Citizenship from 2004-2019 and Institute Director of the Martin Prosperity Institute from 2013-2019. In 2013, he was named global Dean of the Year by the leading business school website, Poets & Quants.
His newest book is When More is Not Better: Overcoming America’s Obsession with Economic Efficiency (Harvard Business Review Press, 2020). His previous eleven books include Creating Great Choices written with Jennifer Riel (HBRP, 2017) Getting Beyond Better written with Sally Osberg (HBRP, 2015) and Playing to Win written with A.G. Lafley (HBRP, 2013), which won the award for Best Book of 2012-13 by the Thinkers50. He has written 28 Harvard Business Review articles.
Roger received his BA from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981. He lives in South Florida with his wife, Marie-Louise Skafte.
FOR ILLUSTRATION PURPOSE ONLY___________________________________