Leadership development through experiential learning is at the heart of Wavelength’s mission. During the last ten years our Connect programme has become a key part of the way we deliver those experiences.
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Martin Narey, former Director General of the Prison Service and first Chief Executive of the National Offender Management Service and CEO of Barnardo’s has spoken at every Wavelength Connect programme since it started over 10 years ago. He is one of the most remarked upon, most highly rated and respected presenters and one of Wavelength SpeakersHub most booked speakers.
By 2028, the experience economy will be worth an incredible 8.2 trillion dollars globally, according to the latest study from Euromonitor (Euromonitor, 2018). The trend is fuelled by ever-evolving consumer desire for deeper connection to the brands they love, going way beyond just buying ‘things’ and receiving good service. Consumers of today want an immersive and personalised experience that allows them to connect with brands in a new way.
We recently completed Connect, our (eighth) annual six-month leadership experience for 90 people including senior leaders from engineering, media, financial services, housing, energy and retail. These are leaders on their way up, average age early to mid forties, bright, ambitious, keen to learn.
“I didn’t make things worse.”
This is how Sir Martin Narey described his time as Director General of the Prison Service of England and Wales during one of our Leadership Masterclasses. Not what one ordinarily hears from a leader but then Sir Martin is no ordinary leader. He’s an inspiring individual and an accomplished storyteller, and the core narrative he uses to describe this chapter of his leadership story – the last-choice-for-the-job, unheroic, lonely leader failing to make the difference he so passionately aspires to – is compelling but it’s also a fiction. A fiction in the way that all stories purporting to be about reality are fiction. Because creating coherence from the raw mess of lived life involves choosing what to include, what to exclude and what framing will best martial the chaos.
One of the challenges all leaders face as they succeed in their careers is not to assume that past successes must inevitably lead to future successes. In this short video, Dave Ridley, Senior Vice President and Chief Marketing Officer at SouthWest Airlines puts the case that leaders should “always be learners” about their leadership style and have the humility to recognise that they might need to change.
Baroness Sue Campbell, Chair, UK Sport Trust on culture change, leadership lessons and not just sitting on the bench
From PE college to a key figure in the London2012 Olympics, Baroness Sue Campbell reveals some of the leadership lessons she had learnt along the way that enabled her to drive culture change through UK Sport, and then down into 40 further organisations, resulting in the outstanding success of the UK teams.
Jude Kelly was amongst a fantastic line-up of speakers that joined us at our ‘On Your Marks’ event, part of our Wavelength Connect 2012 programme. Here she shares her punchy and provocative tips on how to be a good leader. Drawing on her wealth of experience as Artistic Director of the Southbank Centre one thing she encourages leaders is to embrace dilema – art is full of dilema and nuance – don’t run from it.
Why Communication is Fundamental for Businesses – 4th in a series of distillations from Wavelength’s Behind the Brand Modules
A unique part of Wavelength’s Connect programme takes participants inside a range of organisations Behind the Brand to learn first-hand, warts n’ all, from those that have been there and done it. We have been looking at what they learnt and showing some examples of who shines within Wavelength’s nine fundamental characteristics of high performing organisations. In the fourth part of our Behind the Brand blog series, we are looking at the subject of Communication.
Why it’s Essential to Have Leaders as True Role Models – 2nd in a series of distillations from Wavelength Connect’s Behind The Brand Modules
A unique part of Wavelength’s Connect programme takes participants inside a range of organisations Behind the Brand to learn first-hand, warts n’ all, from those that have been there and done it. Over the next few weeks, we will be looking at what they learnt and showing some examples of who shines within Wavelength’s nine fundamental characteristics of high performing organisations. In the second part of our Behind the Brand blog series, we are looking at the subject of Leadership.
In January 2019, we took 18 business leaders, entrepreneurs and change agents from a range of companies including BBC, Jaguar Land Rover, The Prince’s Trust, HSBC and Novartis inside India-based Aravind. The profound impact it had on our participants impressed us so much we are returning in 2019 with Inside Aravind, to inspire and provoke a new group of leaders about what a highly successful, purpose-driven business looks like.
We are facing an unheralded digital future. Emerging technology has had a profound effect on business and promises even more staggering transformation. It will hugely impact all areas of life and society and businesses will be required to keep up the pace and adapt to new ways of thinking and performing.
The Ultimate Recipe for The Perfect Christmas Work Culture – an Interview with Helen Hyde, John Lewis Partnership
‘Tis the season to be merry and nowhere is this truer than the John Lewis Partnership (owners of high street stalwarts John Lewis and Partners and Waitrose and Partners). This is a business that is simply synonymous with the festive spirit, from iconic advertising to in store experiences. The company is on everyone’s Christmas list!
In a ‘post-truth’ era, what separates the trusted from the tarnished? I’ve been researching speed in business over the last two years, talking to senior leaders of organisations about how they deal with the rapid pace of a changing world. In this context, themes of truth, trust and transparency were revealed as the accelerators of business success, with three approaches leading the resistance to the ‘war on truth’.