Session Outline

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Next Level Leadership: Six Key Skills for Success
with Bob Treadway

Date: February 27, 2018
Session Time: 9:00 AM - 4:00 PM

Location Information:
Brookside Golf Club
1133 Rosemont Avenue, Pasadena, CA 91103
(626) 585-3594
Session Description
Next-level leaders bring more to their organization than their peers. Next-level leaders are recognized as strategic human assets who are indispensable - and next in line for promotion. This practical and engaging session teaches techniques that allow leaders to see around corners, anticipate the next big things, lead teams to achieve challenging goals, and make wise decisions that hold up in situations of uncertainty and volatility. Participants sharpen skills in forecasting, learn how to pick key issues and early signals from a flood of information, reduce uncertainty to manageable levels, think in the future tense, and multiply intelligence through structured collaboration. Participants will build their own executive scanning system, learn the best questions to ask in uncertainty, and practice making wise decisions with incomplete information. The key skills participants learn in this session, added to operational expertise, will enhance their influence and value to the organization and their colleagues. 

Mr. Bob Treadway is a globally-praised advisor on forecasting, strategy, and leadership development who believes that foresight and anticipation strongly enhance a leader’s effectiveness and value. He’s served as top-rated leadership faculty for industry programs in financial services, agriculture, food, information security, and government. Eight US and Canadian universities and colleges have invited him to serve as guest lecturer and adjunct faculty. Clients like Berkshire Hathaway, Motorola, Hilton, the Federal Reserve, Gillette, ExxonMobil, American Express, Syngenta, US Gypsum, and the National League of Cities retain Mr. Treadway to help them develop long-ranged thinking, forecast the environments of tomorrow, form robust strategy, and take action on what`s ahead. Most of his practice is executive sessions with governance and top management in think tank, brainstorming, future visioning, decision-making, and strategic planning projects. He’s advised trade negotiators on the long term future, financial examiners on how to evaluate strategy, telecommunications companies on the uses for unlimited broadband, and wealthy foundations on how to get the greatest return on their philanthropy. While he is called on to make forecasting presentations for a wide range of organizations and industries, participants often comment on the take-away, hands-on instruction that allows them to become better forecasters on their own. As one executive put it recently, "Your workshop, in just one short hour, helped the audience with HOW to think about their own businesses in the future."
Time Allocation - Topics
10% How Anticipation and Foresight Build Effectiveness and Value
  • Next-level leaders you’ve never heard of and what they accomplished
  • C-level perspective on recognition
10% Seeing the Big Picture
  • Understanding the key adjustment in foresight Using a “cone of relative certainty”
  • 3 prime principles and practice
15% Building Your Foresight Technique
  • The “foresight filter”
  • Key signals
  • Implication-thinking practice
15% Staying Informed at the Next Level
  • Executive Scanning 3.0
  • Three keys to keeping up on less than 20 minutes/day
  • Kickers, niches, tips, tricks, and timesavers
15% Seeing Around Corners
  • C-level examples and an evaluation quiz
  • 5 “Round the Corner” techniques
  • Pragmatic examples from course attendees
20% Slowing Down for Better Decisions
  • What to do when you don’t have all the information (…and you never do.)
  • The case for contemplation
  • “The 48-hour Cool-Off”
15% Achieving Seemingly Unattainable Long Term Goals
  • Vision formation
  • An historical example
  • Reverse-engineering the challenge
Guide to Participant Selection
1 indicates primary target audience.
2 indicates a good fit if the level of material is appropriate.
3 indicates (in the opinion of the institute and the faculty) very limited applicability.
Senior Executive
(Pres, Exec & Sr VP)
(VP & Gen'l Mgr)
Senior Managers
(Div & Reg. Mgrs)
Middle Managers
& Superintendents
Problem Identification, Analysis, Evaluating Alternative Solutions, Developing Specific Plans
Adaptability, Creativeness, Decisiveness, Judgment
Decision Making, Evaluation

Introductory    Intermediate    Advanced
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