This event is a leadership conference organised by BQF and hosted by GSK. Our thought provoking key note speakers will cover the key aspects of leadership and our breakout session facilitators will provide you with practical tools and techniques to implement within your own organisations.
This conference is aimed at anyone with an interest in leadership, coaching, personal improvement, change and transformation.
The focus of this conference is on developing and enhancing the skills required to be an effective leader in an increasingly VUCA world. Learn how to navigate the business landscapes in this digital era, while ensuring your leadership style remains engaging and authentic.
With keynote speakers including David MacLeod OBE, Scott McArthur and Yetunde Hofmann and a variety of workshop facilitators across a range of subtopics.
Find out more and book using the link below:
Agenda for the day:
|09:00 – 09:30||Registration, Refreshments and Networking|
|09:30 – 10:00||BQF Introduction and Welcome – Ian Swain, CEO, BQF.|
|10:00 – 10:30||Introduction to Leadership – Yetunde Hofmann|
|10:30 – 11:15||Keynote Speaker – Scott McArthur|
|11:15 – 11.30||Break|
|11.30 – 12:00||Keynote speaker: David MacLeod OBE – Engaging Leadership|
|12:00- 12:30||Keynote speaker: To be confirmed|
|12:30 – 13:15||Lunch|
|13:15 – 14:15||Session 1: Charlotte Dhal, Woodreed – Internal Communication
Love ‘em or loath ‘em, ads become part of our public consciousness, become part of our language. Think comparethemarket.com’s ‘Simples’ or Tesco’s ‘Every little helps’. More than this, advertising can save lives, improve lives, move people; it can bring people together and be a force for good as well as creating value, driving sales and delivering fame.
Charlotte believes there’s much we as managers and leaders can learn by taking the techniques of the ad industry, then adapting them to help improve the way we communicate to our people.
Her talk explores the following topics:
Session 2: Danielle Macleod, Somebody Inside- The Case for Heart Centered Leadership
The idea that we could and should lead with our hearts sounds great for our souls and it can raise concerns. We want to bring more of our heart to business, but we wonder if it means we look a bit soft and uncommercial. We want to know how to do it and create results.
In this session, Danielle shares her story of how she led 10,000 people through a journey to improve customer service results by 140% in three years and what it could mean for all of us. She’ll reveal why learning to trust our humanity before worrying about profit leads to higher engagement, trust, loyalty, better results and a deep sense of love for what we do.
We’re all longing for more heart centered leaders in the world. It’s time to stop waiting and simply become one.
|14:20 – 15:20||Session 3: Ali Miller, The Career Leap – Lead On LinkedIn
Interested to learn how LinkedIn can support your leadership objectives and the aims of your organisation? Or perhaps you have a sizable network but are unsure how to nurture/activate your community? Then this is the session for you. With actionable steps to improve your profile and to ensure your activity on the platform is strategic and powerful. You will leave feeling confident and competent about how to leverage LinkedIn to its full potential for you and your employer.
Session 4: Barbara Chidgey, Learning Pathways- Engaging Leadership
The workshop will explore just what is “engaging leadership” and how it can be truly transformational. It will be practical and will facilitate the learning of attendees in a conversational manner rather than being in “lecture style.”
The session will:
Session 5: Kate Cooper, Institute of Leadership and Management- Being an authentic leader- everyday“
Acting with integrity and fairness in all decision making and being open and honest builds trust. Authentic leaders are consistent in their practice, putting professional interest before personal gain. Institute of Leadership & Management research shows that authentic leaders can be identified by what they do not do as much as by what they do. Kate Cooper shares some of the findings of this research revealing what we really think about the authenticity of the leaders and managers we work with.
The important thing about authentic leadership is that we are fleetingly looking in the right place for leadership ability, it is not a trait or form of competence but focuses on what lies between people”
– Professor Charles Hampden -Turner, Management Philosopher and Companion of the Institute of Leadership & Management
Session 6: Iain Jardine– Mission: Engagement
Mission: Engagement is an interactive event where participants learn, through experience, the best practices in Team Engagement from Military Operations.
This session starts with a keynote talk on the principles of team engagement before you are placed in the shoes of Military Officers to plan and brief a simulated Military Mission as a team. It is during this simulation that the Mission: Engagement techniques come to the fore, with lives depending on you and under time pressure you will have to work as a team to achieve your Mission.
On completion of the exercise the team come together and reflect to draw out the important lessons learnt from the exercise, carrying out the important Mission Debrief. The debrief is critical, as this is how high performance teams reach and stay at the top of their game, identifying lessons learnt which can and must be fed back into future planning cycles.
|15:20 – 15:30||Break|
|15:30 – 16:15||Session 7: Eva Newberry, Equifax – Leadership in a VUCA world
This new BQF initiative was aimed at getting member organisations to investigate issues which companies, irrespective of sector or size, were experiencing.
“Helping Leaders respond to VUCA” provided a unique opportunity for the group to investigate and challenge how leaders experience the VUCA environment and how their organisational agility impacted their ability to communicate effectively.
We analysed how leaders could be successful when challenged in this area and whether BAU as an organisational state of operation still exists. We used key resource documents as part of our analysis and investigation.
We challenged whether the effects of VUCA were always negative and looked at how to respond to different scenarios, leader characteristics and the chemistry of the organisation and how this impacted successful or negative outcomes.
|16:15 – 16:30||Round up and Awards Promotion|