In an average working life, a manager can expect to make at least ten job changes, where the demands for rapid business delivery and effective leadership will only increase with each new job.
Faced with such high expectations over 25 per cent of new leaders fail within their first 18 months. The cost to both the individual manager and the company of this rate of failure is high, ranging from financial to performance to organizational disruption.
Identifying the sources of these failures and determining how to overcome them, bring new perspectives on why some leaders succeed more than others when taking charge of an organization. In-depth case studies show that whether the new leader has arrived as an external appointment or has been promoted internally, the experiences are very similar and can be divided into three phases: Arriving, Surviving and Thriving. By analysing the different featueres of the leader’s experience at each of these stages, a strategy can be provided for leaders to take charge successfully in their new roles.
| 8:30 |
Welcome coffee |
| 8:45 |
Introduction
Édouard de La Moissonnière, Partner, Turning Point |
| 8:55 |
Conference
Bridget Farrands, Co-‐founder, Turning Point.
Author of “Leadership Transitions: How business leaders take charge in new roles” Kogan Page, London, 2012. |
| 9:30 |
Round table & Questions – Answers
Facilitated by Jean-Marc Liduena, President, INSEAD Alumni Association
France & Partner, Roland Berger
Bridget Farrands, Co-founder, Turning Point
Stéphane Voyer, Group HR Development Director, LVMH
Frédéric Mathieu, President, BBGR, Essilor International |
| 10:30 |
End |
