Programs for Leadership and Performance Development

Our world class faculty has developed research-based, real world tested methods for improving leader effectiveness.

As an executive, you are in the business of leadership. Whether you work in the private, public or non-profit sector, your job is to guide, motivate and facilitate learning to improve the performance of other individuals, teams and whole organisations. 

Ivy Executive Education’s faculty members have drawn upon a large body of research from the behavioural, social, and biological sciences to understand how human performance and leadership parse out into various fundamental processes and skills that can be taught and learned. The resulting “Five-Process Model” of human performance and leadership has been adopted as a basic framework for Ivy’s executive education offerings.


1. Decision Making for Senior Executives

Decision-making lies at the very heart of leadership. Leaders, by definition, decide what results need to be achieved; what kinds of performance are needed to achieve them; who should do the work, the resources to be invested; and how to leverage the results when achieved.

2. Strategies for Persuasion and Executive Influence

Strategies of Persuasion & Executive Influence is based on recent advances in the science of human performance and provides leaders with principles and methods that can greatly enhance the ability to communicate and persuade. It teaches both the art and science of effective persuasion.

3. Maximising Individual and Organisational Performance

Maximising core operations buys you and your organisation a better future.  Day-to-day, every organisation carries out certain core productive operations that generate the results that allow it to survive and prosper.  Most executives and employees spend most of their work time on key tasks that supposedly contribute to core operations. But research shows that much of this time and effort is poorly invested. 

4. Promoting Creativity and Building an Innovative Culture

Promoting Creativity and Building an Innovative Culture teaches participants to identify and remove impediments to creativity that can arise in our own learning and thinking, and to systematically remove organisation obstacles that make innovation more difficult. This is the first step toward creating an organisation that can innovate as well as maximize – an organisation that can improve viable core businesses, but that also is geared toward continuously developing new and better practices to replace obsolete or soon-to-be obsolete ways of doing things.

5. Value Creation through Informed Leadership

Value Creation through Informed Leadership will teach you how to gather and manage information much more selectively and reliably from all of the aforementioned sources: How to “read people” in face-to-face encounters, how to develop, manage informants and verify information they provide, and how to develop and use information systems for leadership purposes. 


In addition the the five core leadershi programs, the following list of programs deal with common leadership and performance processes that, upon examination, can be seen to be combinations of two or more of the five fundamental processes described above (operating, deciding, communicating/persuading, innovating, and information gathering.  The key to each of these is understanding how the right sequential or cyclical combination of basic processes serves the purpose of the "multi-process" process in question.  For example, how does one best combine decision making, persuasion, and information gathering in a negation process that requires all three of these components - and possibly operations and innovation as wel



(Click on any of the following for more information)

Strategy: Orchestrating the Leadership Processes in Planning and Action

Negotiating Rationally in an Irrational World

Strategic Negotiation for Dispute Resolution

Negotiating in an Increasingly Diverse World: Realities, Myths, and Interests

Leading Organisational Change: Efficiency and Creativity under One Roof

High-Performance Teams and High-Performance Individuals: Tasking to Match Specific Purposes

Governance, the Ethics of Leadership and Reputational Risk

Diversity as a Requisite for Maximizing Organisational Performance

Understanding and Evaluating How People Work

Learning to Be the Best: What Training and Education Can and Cannot Do to Improve Performance

Executive Self-Management and Achievement

Intercultural Communication and Influence: Leveraging Commonalities, Adapting to Differences