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the windsor leadership dialogue (wld) an independent forum facilitated by honorary custodians aims: for senior leaders from a range of different organisations to exchange views on the type of leadership needed to sustain a successful future, and to recognise that they all have an important contribution to make and something to learn from others ." to listen respectfully to others, to cultivate and speak your own voice, to suspend your opinions about others these bring out the intelligence that lives at the very centre of ourselves the intelligence that exists when we are alert to possibilities around us and thinking freshly. dialogue is a journey, a journey that is open to each of us. and it has the potential to create change that can impact on all of us." the annual event the 2018 annual windsor leadership dialogue will take place on 15-16 january 2018 at st george's house, windsor castle . the 2017 annual windsor leadership dialogue, with 28 participants, took place on 16 - 17 january 2017 at st george's house, windsor castle . it was considered a great success by all. see video below for details. the custodian group 1 endeavours to ensure a balance of participants more towards active leadership roles in organisational contexts, than those more focused on developing individuals and organisations as consultants. attendance to the dialogue is by invitation only but, if you are a senior leader and feel you or a colleague could be part of it, do talk to us about our next offer; it is a unique opportunity to develop one's self, applied practice, and the wider work context. you can contact one of the custodians as below or contact this email address is being protected from spambots. you need javascript enabled to view it. for more information. the custodians nick ellerby [email protected] eirian lewis [email protected] hazel mackenzie [email protected] duncan enright [email protected] see their bios at the bottom of this webpage. a changing world changes leadership since the first wld twelve years ago, we have all experienced a fast-changing world that holds implications for leadership. for example, hierarchical reporting is being affected by the easy and rapid availability of information via the internet and mobile devices. this accelerates change in and of society, generating new expectations about democracy and social order. future generations are unlikely to tolerate traditional models of leadership and will seek different paradigms and less management-dominated work relationships. the new sciences of complexity and chaos theory (the butterfly effect) have clarified and challenged our understanding of the increasingly complex situations that leaders encounter and need to surmount. and the latest neuro-science research helps explain many default behaviours including the phenomenon of hubris to which some leaders succumb. these and multiple other changes in leaders environment require a reframing of what we mean by todays and tomorrows leadership, such as: ways of making things happen that draw on each person's contribution and influence. an approach that steps away from traditional hierarchy where the few determine the direction of the many. a perspective that values the whole person, beyond mere skill, behaviour and job description. seeing the whole system, not reducing it to its parts, and understanding systemic risks, failure and performance. holding a moral purpose and negotiating difficult ethical dilemmas. elevating leaderships purpose to being of value and doing the best for the world, rather than simply being the best in the world. reflect for a moment on those who reach the top of organisations. many are not good leaders. organisations tend to confuse career success with work effectiveness. they choose people who are good at managing themselves, their career progress and their image, those who may be better at getting to the top rather than good when at the top. such leaders may focus insufficiently on delivering benefit to their employers stakeholders. their egos may be driven by power, prestige, recognition or reward which guide their decision-making, even though they are remunerated by the organisation to act in its best interests! yet many organisations still think of, identify and develop leadership talent in the same old narrow, individual-centric way. training and education for managers (e.g. mba programmes) are slow to adapt. we recognise that all leader and leadership-related practices need to come under a fresh spotlight. the windsor leadership dialogue aims to release some of the energy and potential for change and development. overview of the 2018 annual event - 15/16 january we are building on from last year's successful dialogue, the main theme for 2018 will be: shaping organisational cultures that are meaningful, ethical, realistic, and performance-enhancing. whilst the questions we work with will emerge from the participants who are present, we have considered the questions that emerged from the 2017 dialogue to act as a stimulus for what could be developed. at the start of the dialogue those participating will choose one, two or three sub- themes to focus upon. the choices will reflect the participants' context and interest. themes not chosen in 2018 can be considered again in future years together with new topics that emerge. the following offers a segment of the list of sub-themes which the dialogue may consider: to what extent is our organisational culture fit for the future, and what is my essential contribution? how to shift from an adversarial to collaborative leadership and culture, and manage the resultant frictions? how do we lead the interface between artificial and emotional intelligence? what is the impact on leadership and culture of the ever increasing changes in the world from globalisation questions to emergent political leader styles? how do i thrive as a leader amidst the increasing demands that i'm facing and the complexity of relationships? how to effectively develop shared leadership that values diversity and creatively utilises resources? given the millions invested, and the results, to what extent is a different approach to leader development called for? how do you lead with authenticity and integrity in a challenging and changing environment? what is the influence of truth in a context where traditional sources are under challenge our tested and adaptive, yet ambitious, approach to the windsor leadership dialogue (wld) enables you to consider what is really important, step back and deepen your thinking. you will be able to determine the key themes for yourself, hear different perspectives, and take the opportunity to discover and unfold what might really make a modest or even significant difference. not everyone gains what they hope for and expect, but that unpredictability and uncertainty can hold surprisingly rich learning. the wld offers an opportunity to step back from the pressures and tyranny of the urgent to explore the dilemmas, paradoxes, differences, synergies and possibilities that provide the catalyst for learning, the development of new options and the nurturing of individual resilience. key benefits for the 28 diverse participants will relate to the nature and potential of the self as change agent, the leadership role, the leaderful organisation and/or systemic approaches to improving the environment we operate within. the world has changed fundamentally over the last 20 years and the speed and challenge of change has by the internet and the growth of mobile communication. these in turn have impacted the speed of technology development, social change, globalisation and the emergence of the developing world. from time to time many of us feel 'in over our heads'. having time to slow down, take a breath and learn with and through others, can help renew and stimulate new possibilities and opportunities. whilst this is a unique dialogue event, we

URL analysis for windsorleadership.com

tealconsulting.co.uk
oasishumanrelations.org.uk

Whois Information

Whois is a protocol that is access to registering information. You can reach when the website was registered, when it will be expire, what is contact details of the site with the following informations. In a nutshell, it includes these informations;

Domain Name: WINDSORLEADERSHIP.COM
Registry Domain ID: 1375286806_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.joker.com
Registrar URL: http://www.joker.com
Updated Date: 2016-01-06T16:17:50Z
Creation Date: 2008-01-09T10:47:38Z
Registry Expiry Date: 2018-01-09T10:47:38Z
Registrar: CSL Computer Service Langenbach GmbH d/b/a joker.com
Registrar IANA ID: 113
Registrar Abuse Contact Email: [email protected]
Registrar Abuse Contact Phone: +49.21186767447
Domain Status: clientTransferProhibited https://icann.org/epp#clientTransferProhibited
Name Server: NS0.SELCOM.CO.UK
Name Server: NS2.SELCOM.CO.UK
DNSSEC: unsigned
URL of the ICANN Whois Inaccuracy Complaint Form: https://www.icann.org/wicf/
>>> Last update of whois database: 2017-11-14T04:38:45Z <<<

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  REGISTRAR CSL Computer Service Langenbach GmbH d/b/a joker.com

SERVERS

  SERVER com.whois-servers.net

  ARGS domain =windsorleadership.com

  PORT 43

  TYPE domain

DOMAIN

  NAME windsorleadership.com

  CHANGED 2016-01-06

  CREATED 2008-01-09

STATUS
clientTransferProhibited https://icann.org/epp#clientTransferProhibited

NSERVER

  NS0.SELCOM.CO.UK 194.72.159.20

  NS2.SELCOM.CO.UK 194.72.159.22

  REGISTERED yes

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