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Michael Kossler

Developing Organisation Savvy

How would you answer this question: “Should I care about organisation politics?” For many people, the answer to the question is NO! Individuals who answer “no” typically view organisation politics as something bad and to be avoided at all cost. But answering “no” to the question of organisation politics can be a major career derailer.

When you fail to pay attention to organisation politics, you are at risk of: not having influence over important decisions, not getting credit for results you produce, being the one who is blamed when something goes wrong, being overlooked for a promotion, or not getting the resources you need to do your job well.

The truth is, organisation work gets done through politics. However, politics, by itself, is neither good or bad. What gives politics its bad reputation is when some people use it in manipulative or self-serving ways. But it is possible to use politics in an honest and high integrity manner. Elevating your savviness in dealing with office politics can help you get what you want in the world of work without compromising others in the process. This Masterclass will provide you with a clear overview of organisational politics and introduce you to the core skills required to deal with different political styles. You will learn to use political power positively while diffusing the efforts of those who abuse it.

Learning Objectives:

  • Objectively explore the realities of organisational politics
  • Gain insight on how to approach organisational politics with high integrity

Peter Webb

Deciding in the Open Source Era: How to Apply the ‘Third System’ for Sustainable, and Wise Decisions

Good decision making defines good leadership. But the impact, speed, and pervasiveness of changes in the workplace – the open source era – means decisions must be made faster, with less certainty and with greater consequences than perhaps any time in recorded history. Relying on standard, analytical decision making models is still necessary, but no longer sufficient for navigating an increasingly disruptive future.

How we typically make decisions is through thinking about the available information, “fast and slow”. We use two brain systems, System 1 and System 2. System 1 operates automatically, quickly, and intuitively. System 2 operates more slowly and deliberatively when complex computations are required. We have been managing and deciding pretty well with these two systems, provided the information is more or less expected. However, when events and circumstances fall outside our range of experience and have uncertain, ethical and long-term consequences, we need to access the ‘Third System’ to make a good, and ultimately, a wise decision.

This session will help you understand your ‘Third System’ of decision making – what it is, when to use it, and how to apply it – for making faster and better quality decisions. The Open Source Era is here, now. You will increasingly be faced with problems and dilemmas for which there are no right or wrong answers. Learning the skills of the ‘Third System’ will prepare you to make decisions for a better future.

Learning Objectives:

  • Recognise the common biases in decision making
  • Understand the three systems of thinking about decisions
  • Practice applying the ‘Third System’ in decision making

Dr Thun Thamrongnawasawat

Brain-BASEd Leadership©

A lot of people around the world are worried about widespread job losses to automation and AI in the coming years. What will happen to them? How should they change? How should they prepare? The fears are genuine. Yet, the 21st Century has made ordinary people more empowered than ever before. Technology gives us instant connectivity, which saves time and allows anyone to bring anything to the world, literally. Right now, we have more time, more knowledge, more friends, and more opportunities for self-employment (think Uber, Airbnb, and freelancing portals like than at any point in history.

So, what is the challenge? Simply put, change is hard – and convincing others to change is even harder. The good news: there is a practical solution.

Is it true that if we could change someone's belief, then their action will change? Not necessarily. Don't we all believe that being healthy is a good thing? Yet, does everyone exercise every day? Belief isn't the only thing that makes change happen. Brain-BASEd Leadership© explains how this labile machinery really works. Filled with lessons from neuroscience, this session will take you through the FOUR factors that influence how people perceive the world: Belief, Action, Social, and Environment. Leaders will understand a simpler reason why we do not like change and, more importantly, how to make us do. They will then be empowered with the capability to change anyone, including themselves.

Changing the brain isn't as hard as you think once you know the secret of how it works!

Learning Objectives:

  • Understanding how the brain works – from a leadership context
  • Lead self and others for effective change in a brain-friendly manner

Muhammad Sabri Rawi

Creating Catalytic Conversations

In today’s increasingly globalised world, it is essential that people of diverse ethnicities and socio-economic backgrounds learn to work together. However, ineffective communication will cause confusion, misunderstandings and, to a certain extent, tension that will affect personal and company performance.

Words make conversations. Conversations connect people and build relationships which, in turn, contribute greatly to the culture of an organisation. Yet, how many of us are trained to have truly powerful conversations?

More often than not, leaders pay a huge price for saying the wrong words. The damage at times is irreversible, even career limiting, and this is not surprising since words are not objects but are representations of our views, thoughts and beliefs. They shape the reality of those whom we lead. However, we also see people who continue to inspire others with their conversations. They act as catalysts, inspiring action and driving performance.

Learning Objectives:

  • Understand how conversations impact people
  • Develop an understanding on personal strengths in managing critical conversations
  • Appreciate that conversations are tools of leadership
  • Develop appropriate skills to prepare for crucial conversations
  • Appreciate the neuroscience of conversations and use it to maximise conversational outcomes