When moving into an executive role, you’ll want to make a positive impact as soon as possible. To help you, Robert Walters is launching a variety of thought-leadership and advice-driven content with advice from experts and personal stories from top c-suite executives.
We’ll help you build trust, recognize your unconscious biases and show you how to avoid accidental diminishing tendencies. Senior leaders share their best practices and pitfalls to avoid, and in our upcoming webinar we will help professionals discover what is required to become a leader who multiplies capability and delivers stronger results.
In this webinar, Robert Walters partners up with Tim Threipland from FranklinCovey, a world leader in helping organisations to achieve lasting change in human behaviour. Together, we will help you discover what is required to become a leader who multiplies capability and delivers stronger results by:
- Identifying and avoiding accidentally diminishing behaviours that all leaders are capable of
- Rekindling energy and enthusiasm by making everyone feel valued, heard and credited
- Encouraging new and bold thinking, making space for others to make mistakes and own decisions
- Unleashing the skills, interests and perspectives that each employee brings to your organisation
As a business leader, the people in your organisation depend on you to help them reach their unique potential. Robert Walters sat down with experts from FranklinCovey to discuss how to quickly establish trust within an organisation, how to recognise and address unconscious bias and how to mitigate against accidental diminishing tendencies we all have, in order to become the best leader you can be.
When starting in a c-level role, how do you gain and retain the trust of the board and the shareholders?
Robert Walters spoke to Jan Kuipers, founder and director of FranklinCovey Benelux, who boils it down to four main pillars.
Employees who are negatively impacted by unconscious bias will fail to reach their full potential, says Jolanda Prijs, managing partner at FranklinCovey Benelux. Executives therefore need to be aware of their own unconscious biases and show courage in addressing problems.
As a leader, it is up to you to recognise people’s natural genius and act as a multiplier. But sometimes good intentions turn into accidental diminishing tendencies. To prevent this, leaders need to identify these tendencies and mitigate against, says Paul Coates, European Head of Consultancy at FranklinCovey.
Robert Walters interviewed three leading c-suite executives and asked them to share their views on leadership and individual effectiveness, in-demand skills of today and tomorrow and best practices.
Just two years after becoming CEO of MARUHAN Japan Bank Lao, Anthony Chin has already been named Best New Banking CEO in consecutive years and launched an award-winning mobile banking application.
Adrian Meili joined Zino Davidoff SA as CEO in February 2021, in the midst of the Covid-19 pandemic. It gave him a fresh perspective on leadership, becoming more open-minded and learning to embrace the discomfort of uncertainty.
After a long career in HR, Binne Visser joined Vion as CHRO in 2018. His passion for change management and the development of organisations meant he could contribute to the transformation and repositioning of the company in a changing society.