LEADERSHIP QUALITIES: INSPIRATIONAL  LEADERSHIP

Most people would agree that INSPIRATION is only essential for writers, musicians and artists.

Not so Harry Starren, CEO of one of Europe’s most established corporate training institutions, De Baak (Holland). With his thought-provoking style and out-of-the-box method as a corporate leader, entrepreneur, trainer and coach, he has helped hundreds of professionals to lead in a creative and inspired way.

“Organizations that lack inspiration radiate sadness”, Harry Starren says. “Companies where fun is limited to lunch-breaks and after-work hours become a workplace where people feel locked-up in a psychiatric institute. People in places like this are disconnected from their own dreams and personality.”

Increasingly, leaders work together for professional teams who do not need to be told how to do a better job. They are in their companies and positions because they want to be there. They do not need instructions, they need energy and inspiration. Future leaders have to take the back seat and become comfortable with a coaching role.

Join  De Baak CEO Harry Starren for a challenging day of interactive experience, and discover the essence of INSPIRATIONAL LEADERSHIP.

At a first-time appearance with this programme in China, Harry will share with 20 leaders how to make INSPIRATION the essence of leadership. Among others, you will discover:

· Why leaders need to be comfortable with to show their inner strength and weaknesses

· Why and how to make trust the core value of your leadership

· How to awaken the inspiration already in your team

· Why you need inspiration to inspire others, and where to find it

· How to make the famous concept of “Flow” a daily reality at work

“LEADERSHIP QUALITIES” IS A ONE-DAY DE BAAK-EXPERIENCE

09:00-12:00 Part One

12:00-14:00 Lunch

14:00-18:00 Part Two

18:30 Dinner

WHEN, WHERE, HOW MUCH:

Date and Time: Wednesday 12 May 2010, 9:00-18:30

Venue: Location in central Shanghai, to be announced

Participation: Early bird price, registration before 1^st of May: RMB 3,000

Full price, for one-day workshop : RMB 4,000

Registration: Contact us for enquiries and registration at participate@sh-cbc.com or +86 21 5459 1006

FACILITATORS:

Harry Starren, CEO, Coach, De Baak

Harry G. Starren, M.A. / M.Sc., has held positions as academic researcher, professor, manager at a research/consulting firm, and manager of the postgraduate course Business and Public Administration in Utrecht. In addition to his current management position, he works as a trainer, teacher and consultant, in particular in the area of professional organization management. Harry Starren is on a number of specialist juries and the supervisory boards of a number of companies. He also holds management positions in a number of civil-society organizations. He wrote ‘Masters in Management, and a second book, ‘The 21 Commandments of Modern Leadership’, together with Twan van de Kerkhof.

Gabor Holch, General Manager, Campanile Consulting/ASI China

Gabor Holch has spent 15 years linking opportunities across cultural boundaries. He started his career in international development programmes (United Nations and OSCE) before coming to China in 2002. With his team of consultants, he provides leadership, cross-cultural and communication consulting services. Gabor is the only non-Chinese member of the China Association of Certified Management Consultants. He has published academic journalistic articles in China and several European countries, and recently a volume on Asia-Europe relations.

More about De Baak at www.debaak.com

A seasoned, experienced employee leaving a position is one of the major HR challenges in most companies I have consulted. In addition to the trouble and cost of finding a replacement, such transitions could mean a period of time while the outgoing employee is unmotivated, and another while the incoming staff is not 100% on the job yet. Creating an overlap while both the outgoing and incoming person is present is one option to avoid such efficiency gaps. Yet, a smooth handover is as rare as an outstanding employee.

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Influence is everywhere. Whether we influence and are influenced by others every day in every area of our lives. Most of us don’t spend any time to think about how effective we are.

We use influence with our colleagues, with our clients and certainly with our family and friends. How our clients and colleagues influence us (and we influence them!) directly impacts our profitability. And our ability to influence our family and friends impacts upon the very quality of our lives.

In fact, we do it all the time - automatically. Most of us never think about how we influence others. But if we take a little time and reflect on what we are doing, we can find ways to get better results more easily and with less stress. Essential Influence helps our clients achieve these results.

There are many fascinating findings that have been shown by scientists… findings that give us strategies and tools that we can use immediately to create better outcomes in our day-to-day lives. Here are a few to consider:

1. Get people to like you
   We like people who like us and we like people who like us. So look for things that you share in common with others with whom you are working. Finding schools or places or holidays is great, though even more powerful is when you can communicate that you have shared values.

   One of the easiest ways of demonstrating shared values is by complimenting others. Giving compliments shows that you value something that the other person has demonstrated and enhances the prospects of developing deeper rapport more easily.

2. Give what you want to receive
   The Golden Rule is not “She who has the gold makes the rules”, but rather “Do to others as you would have them do to you”, and is one of the most universal moral principles. Yet so many of us forget about this when it comes time to influence others. Create virtuous cycles by Paying it forward and when the time comes for them to say “thank you,” be ready for a reasonable request.
3. Sweet and sour: The power of contrast
   Big things seem bigger when put beside small things. As negotiators, this implies that the emotional ’size’ of a concession depends upon the size of the deal - so if you want to improve the probability of getting that concession, compare it to something big rather than something small.

   Also, make big demands first. When you come back “to reality”, it will seem like you made a big concession and be a pleasant contrast for them.

4. We believe our friends
   Testimonials and references are powerful tools for increasing your influence. Make sure that you use people to whom your target can relate, but also remember to look for and ask for references at every opportunity.
5. Little steps lead to big steps
   When you start making small (almost insignificant) steps in support of something, you will tend to continue down that path and make bigger steps. Small ones are great - though by making them public commitments, they grow in strength by playing on people’s need to be consistent.

   Salespeople have known this for a long time - they call it a “yes set”

6. Win the war by losing battles
   When you can conceed a small amount each time over many interactions, you will make your negotiation partner more pleased with their deal. Likewise, when you want a concession from them, do your best to take it all in one chunk so that you minimize the emotional cost.

   Frame courses of action in terms of what they will lose out on by not taking action now, and you’ll be more persuasive than if you focus on what they will gain. It is strange to start with, but it’s certainly consistent.

Expertise and trustworthiness are consistently liked to persuasiveness. How persuasive are you? How are you cultivating your persuasiveness? To learn more, make sure you contact Penny.

For the economy and the Chinese people, China’s rapid economic development is a blessing. But as the rest of the world tries to understand China, the speed of changes in this country can make the situation difficult.

There are already formidable cultural differences between Chinese and foreign business people. However, the rapid development of China means that differences are not only big, they also keep changing!

Gabor Holch, business communication consultant and CBC’s General Manager shows how China changes faster than the books Western business people read about it when they prepare for negotiations.

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Talk today to any senior foreign manager of a global financial institution in China; ask him to
name and explain the most serious challenge he faces at work.

No! Not English language skills – few, if any problems in that area. We all see more and more Chinese managers becoming highly competent with their English language skills at work. No! Not technical skills. Technically accomplished Chinese bankers, accountants and logistics experts are increasingly all around us, driving the booming Chinese economy.

Simon Stokes, seasoned Irish-Australian financial services professional and CBC’s Senior Consultant for finance-related communication solutions, shares his thoughts on how financial services professionals in China can become more competitive in the international market by working on their communication skills.

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