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Being a Director Part 3_11 May 2015
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Board's Role in Performance & Sustainability, Integrated Reporting & Combined Assurance

2015/05/11
When: 11 May 2015
Registration starts at 08h30 and course starts promptly at 09h00
Where: IoDSA Training Room
144 Katherine Street, Sandown, Sandton
Grayston Ridge Office Park, Block B, 1st Floor
Johannesburg, Gauteng  2196
South Africa
Presenter: Mr Joe Lesejane
Contact:


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Overview

Directors need to know how to optimize the outputs of a business.  In order to do this, they need to be able to harness the strengths of their most precious asset – their people.  This one day workshop aims to equip directors – as leaders.

 

The first part of the day will focus on self-awareness and personal mastery, using the Enneagram.  This instruments assists leaders to gain sharp insights into "who we are” and to plot a clear path as to what needs to be done next, as well as how to best go about personal development or personal mastery.

 

The second part of the day will focus on the management of different generations in the workplace.

 

King Code of Governance Principles (King III)

  • Principle 2.3: The board should provide effective leadership based on an ethical foundation        
  • Principle 2.4: The board should ensure that the company is and is seen to be a responsible corporate citizen

 

Key Focus Areas

  • Invigorates personal development and learning        
  • Provides clear and practical insights to improve leading and managing others – including areas such as giving feedback, dealing with conflict and task suitability        
  • Assists in ensuring better connection / communication both internally and externally        
  • Enhances team cohesion and performance        
  • Provides a deeper understanding as to the motivators underpinning behaviour and performance        
  • Identifies personal behaviours under stress        
  • Understand WHY younger and older generations think and act differently        
  • Know HOW to connect more appropriately to the underlying values that drive attitudes and behaviour of different generations        
  • BE more confident in their approach to younger and older staff and customers        
  • Have numerous practical ideas of WHAT to do to improve inter-generational connections        
  • Have the ability and resources to take generational understanding back to the office and empower staff and leaders to understand and apply these insights        
  • Improve the effectiveness of multinational and multicultural teams, and the leaders who must lead and manage them.

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