The long read:
In this uncomfortable, complex world, what are the qualities of the most effective leaders – and how do you develop them?
How do you react at a time of traumatic change and massive uncertainty? What kind of behaviours do you default to; are they the optimal responses? This CMI Magazine goes in-depth on an issue of global significance: how managers and leaders behave at times of volatility and uncertainty.
In this uncomfortable, complex world, what are the qualities of the most effective leaders – and how do you develop them?
Surg Cdr Jo Keogh OBE on the perilous moment in Afghanistan when her leadership training came to the rescue
CMI’s economist Bharthi Keshwara on the key sources of global volatility – and how managers and leaders should respond
From Goldman Sachs to McDonald’s, in-touch organisations are thinking of new ways to develop skilled managers
What does it take to lead in changing times? The UK sustainability leader Joanne Kennedy-Reardon CMgr FCMI points to the principles that underpin Taekwondo
Humans want familiar patterns, but the world refuses to co-operate. Managers and leaders need to be alert to the common reactions that extreme volatility brings – and then manage them in these specific ways
The leadership provided by one Chartered Manager in the Townhill area of Swansea, Wales, helped nurture sustainable community regeneration
Sixty world leaders are on their way; the eyes of the world are on you. Anthony Moyle CMgr MCMI on the qualities that got him through one of the world’s most high-pressure, security-intensive events
Younger managers and leaders won’t have faced these levels of economic and political volatility before. So it’s worth getting the view of people like Andrew Cairns CMgr FCMI who’ve been there and got the t-shirt
Chartered Management Institute
Think Publishing