Madhavi Setia’s Post

The Corporate Affairs Leadership Impact (CALI) learning journey was created with an aim to define what success looks like in Corporate Affairs leadership. CALI brings together Korn Ferry’s world class Leadership Development capability with Corporate Affairs Executive Search expertise. We have been running CALI successfully since 2019 with participation from leading organisations. Here is what one former participant has to say about the programme: "CALI is an opportunity to take a step away from your job to reflect on your role, your performance, and how to grow professionally and have more impact in your organisation. It’s about leadership rather than craft skills. The course tutors offer a great deal of expertise, wisdom, and experience. On top of this there’s the feedback, advice, and guidance you get from the other members of your cohort that really makes a difference. The feedback was direct, on point, supportive, and people were very generous when sharing their experiences, particularly their mistakes and challenges and what they have learned from them. It’s not always easy for a Corporate Affairs leader to get that kind of actionable honest feedback. The CALI course fills that gap and will equip you with tools to thrive in the challenging environment most of us have to navigate day in, day out.” Become a leader that drives change - take the next step in your Corporate Affairs career. For more information and to register your interest, click here. https://lnkd.in/exKnTkTe Georgie Horn Dr. Katherine Semler Ragnhild Øye Apoorva Mathur

Consider yourself an emerging leader in the public sector? Are you new to a leadership position or just keen to learn and grow your skills with like-minded folks?   Well IPAA Queensland might just have the opportunity for you! They are now accepting expression of interests to join their Emerging Leaders Working Group. This working group was created to develop and implement strategies that foster engagement with emerging leaders across the public sector.   If this sounds like you or someone you know check out IPAA Queensland’s post below for more information. #BeHere4Qld #BeTheDifference #IPAAQld #EmergingLeaders 

Elevate Your Presence in the Boardroom: Unleash the Power of Confidence! Confidence isn't just about speaking up—it's about owning your expertise and making a lasting impact in the boardroom. Ready to take your leadership to the next level? Here's how: Invest in Quality Board Director Education: Equip yourself with the knowledge and skills needed to excel as a board director. Consider completing governance training through esteemed institutions like the Australian Institute of Company Directors or Bond University to sharpen your strategic acumen and governance expertise. Cultivate Meaningful Relationships: Building strong connections with fellow board members is critical to fostering trust and collaboration. Take the initiative to meet them offline, engage in meaningful conversations, and create rapport. These relationships enhance board dynamics and boost confidence in expressing ideas and perspectives. Embrace Continuous Growth: Confidence is a journey, not a destination. Commit to lifelong learning and personal development to stay ahead of the curve. Seek opportunities to expand your knowledge, challenge yourself, and embrace new perspectives that enrich your leadership journey. Ready to command the boardroom with unwavering confidence? Let's embark on this transformative journey together! Book into my diary for a Complimentary Board Career Assessment https://lnkd.in/emTfV8nz #BoardroomConfidence #ExecutiveLeadership #BoardDirectorEducation #GovernanceTraining #BoardSearch #CareerCoaching #LeadershipDevelopment #ExecutiveSearch #BoardAdvisory #ProfessionalGrowth #BuildRelationships #UnlockYourPotential #TigerBoards

To become a CEO, consider the following steps: 1. Gain relevant education and experience in business, management, or your industry. 2. Develop strong leadership, communication, and strategic skills. Seek mentorship and guidance from experienced leaders in your field. 3. Demonstrate initiative, drive, and a track record of success in your career. 4. Network extensively and seek opportunities for advancement within your organization or industry. 5. Be adaptable, resilient, and willing to take risks and learn from failures along the way. 6. Consider pursuing further education such as an MBA or executive leadership programs to enhance your skills and credentials.

𝙒𝙝𝙚𝙩𝙝𝙚𝙧 𝙥𝙧𝙚𝙨𝙚𝙣𝙩𝙞𝙣𝙜 𝙩𝙤 𝙩𝙝𝙚 𝙗𝙤𝙖𝙧𝙙, 𝙖 𝙘𝙤𝙢𝙢𝙞𝙩𝙩𝙚𝙚 𝙤𝙧 𝙨𝙞𝙜𝙣𝙞𝙛𝙞𝙘𝙖𝙣𝙩 𝙨𝙚𝙣𝙞𝙤𝙧 𝙡𝙚𝙖𝙙𝙚𝙧𝙨, 𝙞𝙩 𝙞𝙨 𝙞𝙢𝙥𝙤𝙧𝙩𝙖𝙣𝙩 𝙩𝙤 𝙜𝙚𝙩 𝙩𝙝𝙚 𝙛𝙪𝙣𝙙𝙖𝙢𝙚𝙣𝙩𝙖𝙡𝙨 𝙧𝙞𝙜𝙝𝙩. Over a 5 week block, I am sharing some simple reminders. It never hurts to go back to basics and to be confident you have the foundational elements in place. 🤔 Reminder 3 of 5: Anticipating Questions and Objections One of the challenges senior executives face when presenting to the board, or committee, is anticipating and addressing questions and objections effectively. To prepare for this, consider conducting mock Q&A sessions with colleagues or advisors who can pose challenging questions and provide feedback on your responses. Anticipate the most likely questions based on the content of your presentation and prepare concise, well-reasoned answers. Acknowledge any potential objections upfront and offer solutions or mitigating factors to address concerns. By demonstrating preparedness and confidence in handling questions, you can build credibility with the board and strengthen their perception of you. 𝘏𝘢𝘷𝘦 𝘺𝘰𝘶 𝘫𝘶𝘴𝘵 𝘱𝘳𝘰𝘨𝘳𝘦𝘴𝘴𝘦𝘥 𝘪𝘯𝘵𝘰 𝘢 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘳𝘰𝘭𝘦 𝘵𝘩𝘢𝘵 𝘨𝘪𝘷𝘦𝘴 𝘺𝘰𝘶 𝘥𝘪𝘳𝘦𝘤𝘵 𝘢𝘤𝘤𝘦𝘴𝘴 𝘵𝘰 𝘵𝘩𝘦 𝘣𝘰𝘢𝘳𝘥? 𝘞𝘰𝘶𝘭𝘥 𝘺𝘰𝘶 𝘭𝘪𝘬𝘦 𝘵𝘰 𝘩𝘢𝘷𝘦 𝘢 𝘲𝘶𝘪𝘤𝘬 𝘤𝘩𝘢𝘵 𝘵𝘰 𝘦𝘯𝘴𝘶𝘳𝘦 𝘺𝘰𝘶 𝘢𝘳𝘦 𝘨𝘦𝘵𝘵𝘪𝘯𝘨 𝘵𝘩𝘦 𝘬𝘦𝘺 𝘢𝘴𝘱𝘦𝘤𝘵𝘴 𝘳𝘪𝘨𝘩𝘵? 𝘍𝘦𝘦𝘭 𝘧𝘳𝘦𝘦 𝘵𝘰 𝘳𝘦𝘢𝘤𝘩 𝘰𝘶𝘵 𝘧𝘰𝘳 𝘢 𝘲𝘶𝘪𝘤𝘬 𝘤𝘩𝘢𝘵.

Celebrating Success: Certified Chair™ Executive Program 2023 As we reflect on an extraordinary 2023, we're thrilled to shine a light on the hundreds of exceptional leaders to join the ranks as Certified Chairs™. These champions of industry, hailing from every corner of the globe, have not only levelled up their advisory board leadership skills, but they have further strengthened our vision of creating a globally connected advisory community committed to best practice. Whether they are seasoned board professionals looking to up their game or just beginning their portfolio career journey, our graduates have shown remarkable tenacity, dedication, and commitment to excellence. Their success is something we take great pride in celebrating as we look to deliver transformative impact through our executive education programs. To our 2023 graduates, we say: Your journey is well underway, and we're immensely proud of your accomplishments. Your growth has been inspiring, and we eagerly anticipate your contributions in new board roles and professional engagements in 2024. We're excited to support you in this next phase of your careers, as you continue to offer outstanding value and elevate the quality of board governance. Finishing up the year with the delivery of our 88th Certified Chair™ Executive Program, we are thrilled to be a go to, and trusted, partner for developing advisory board professionals irrespective of global location. Are you ready to make an investment in your professional growth and enhance your skills in 2024? For more information about our Certified Chair Executive Program, please visit: https://lnkd.in/gx7PQFbW Let's make 2024 another year of learning, connection, and success! #Advisors #AdvisoryBoards #Certification #BestPractice #LeadershipDevelopment #GlobalCommunity

What we can do about failing our emerging leaders.

You might think that the high-powered job title, leading a great team and interesting work opportunities are enough. Here’s why that’s not necessarily true. I was there, it was A YEAR AGO TODAY that I made the leap into living my purpose so that I could show up as 100% me. I’d realised that, as much as I loved EY, I was only at 50%. 50% as happy,  50% as impactful,  50% of truly being me. I won’t lie, it wasn’t an easy leap, in many ways life was sweet. 🍯 I’d been promoted to Global Talent Director, something I was super proud of. 🍭 I was working with a fantastic team who challenged me and made me a better leader. 🍯 Some super-smart Global leaders who made me feel like I was doing an MBA part-time. 🍭 Despite the long hours, I had lots of responsibility, autonomy and flexibility. I thought that this was enough. It wasn’t. During COVID I’d become hyper aware of when I was doing something that pumped me up (working 1-1 with leaders to make a difference), and when I was doing something that flattened my batteries (navigating bureaucracy and BS). I’d got a bit lost, easily done in a firm of nearly 500,000 people. I hadn’t found my way to the leaders who needed my truth. I was coaching partners at EY and charity CEOs pro bono off the side of my desk…. As well as giving me my coaching fix, I could tell it was supercharging my batteries, and theirs. We were making a difference. I wanted to be doing this all of the time. Having brave caring conversations with leaders, unlocking what it is that makes them shine, so they can go make the world a better place. I’ve put all of this into my 1-1 Leadership coaching: 🎯 Getting you clear on exactly what you were put on this planet to do, connecting it with your business goals, 🎯 and most importantly letting your true self and your values shine bright… because, as I know, when you do this magic happens.

These questions go out to the senior leaders of organizations. Do your front line leaders and managers (the ones who make things happen) understand the strategic mission of the company? Do their daily actions support the strategic mission? If you answer no to either question well as the the famous line says "Houston we have a problem." You won't be successful unless you can answer Yes to both questions. Your mission tells your people where you are going. So if the answer is No to one or both, time to peel that onion back and ask why but I suggest you look at yourself first. Have you made it clear what the strategic mission is, do your actions align with your words, do live and breath it yourself, are you the one making it a priority or do you say it but ask your leaders to do a bunch of other things that don't support the strategic mission?