Chapter 1Mastering the danceFirst steps
The background
The Managing Director of Asset Management South Africa (AMSA) (not its real name), a relatively small financial services company of 80 staff, was puzzled: he believed he had the best Executive Committee he had worked with in quite a while, yet the staff surveys told a very different story. He needed to understand why the members of the leadership team were receiving such negative feedback, when he believed they were focusing on all the right things. The MD outlined his strategic focus as the drive to grow the business and regain the company’s position among the top asset management companies on the Johannesburg Stock Exchange, despite a complex and rapidly ...
Get An Integral Approach to Transformative Leadership now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
