Brand new Executive MBA for Leaders
Do you want to shape the 21st century as a leader?
Rarely has a time offered as many opportunities as the 21st century: new technologies, new markets, new points of view allow us to develop ourselves into areas that meet our passions and needs and, thus, contribute to our business’ success.
At the same time, the 21st century also poses a complex set of challenges that most of us have not encountered before: volatility, uncertainty, complexity and ambiguity have become our permanent companions and can create fears that affect the way we think and act.
For leaders, this situation becomes even more complex: a factor that some people consider an opportunity may be seen as a challenge by others. And even among those with the ‘opportunity view point’, their reasons of seeing it that way may vary a lot, based on their personality and individual history. This means that the leader has to work with each person they are leading individually.
These changes cannot be managed using the hierarchical system coming from the industrial age of the outgoing 20th century many organizations till operate in. Leaders who successfully work with others to shape the 21st century, do this usually based on three pillars:
Providing an environment
First, these leaders understand that being a leader in the 21st century means providing an environment that optimizes the contribution of all the people involved. This starts with creating a shared purpose that all agree to and moves on to establishing an environment where everyone feels safe to express their views, ideas and concerns and where feedback is given in a constructive and open way. By doing so, the leader addresses every team member’s personality, passions and fears and intelligently combines them to create the optimum performance.
Leaving the comfort zone:
Second, these leaders are aware that their own perceptions may limit the way they create the environment for others: the leader’s comfort zone with their view of opportunities and challenges, passions and fears may become a bottle neck for team performance. From observing themselves, they learnt about the deeply-embedded processes within every human being that influence their reactions. They know how to maximize the use of their rational and emotional resources and how to support others in accessing their own.
Thirdly, when in business, these leaders have a firm and current understanding of the way businesses operate. They understand the role and differing viewpoints and success criteria of specific areas like marketing, finance and strategy from own practical experience and can relate to these in their areas of expertise in their leadership role.
The Henley Executive MBA for Leaders focuses on these three pillars and has been specifically developed to support leaders in shaping the 21st century together with others:
The programme is built on a strong foundation of general management and business, with modules covering all key aspects that define the performance, strategic direction and leadership capabilities of an organization. This is especially important if you are a leader with no formal business education.
This then is complemented by two streams to develop the leadership skills for the 21st century:
- In the first ten months, you get to understand yourself using a combination of latest thinking in psychology, biology and neurosciences, observation and practice in real life and reflection and sharing with peers.
- In the next twenty months, you practice and rapid-prototype leadership behaviour in the Leadership Lab, where your peers support you in a safe and real leadership environment. You receive feedback from them in a qualified way based on the deep understanding of themselves gained in the previous ten months, allowing you to benefit from the diversity in the learning group.