Event review

Citation

Howe, C. (2009), "Event review", Strategic HR Review, Vol. 8 No. 1. https://doi.org/10.1108/shr.2009.37208aae.001

Event review

Article Type: Resources From: Strategic HR Review, Volume 8, Issue 1

Business leadership skills workshop, London, UK, 23-24 July 2008

Chris HoweChris Howe is at ChangeMaker International.

ChangeMaker International, in partnership with Anthony Willoughby, explorer, photographer, business consultant and author, invited eight Maasai warriors and elders to the UK to head up a business leadership skills workshop. They visited Butser Ancient Farm in Hampshire on 23 July and the Institute of Directors in London on 24 July for a master class on sustainable leadership and strategy. The events were designed to give attendees the opportunity to learn new approaches to thriving and succeeding in the current uncertain economic climate. The Maasai tribe has had to develop strategies and leadership skills in truly hostile environments, where the consequences of bad decisions are not reflected in profit and loss figures, but in life and death.

The aim of the events was that business leaders would be able to explore a wide range of issues with the Maasai, including how their leaders develop and what is expected from them; what criteria the Maasai use to assess risk, develop strategies and make decisions; and how they ensure all tribe members take high levels of responsibility and act with pride. The Maasai elders explained the firmly held Maasai belief that “one head is not so wise,” a saying that is at the core of their culture. They believe that businessmen and women should not be too proud to seek advice from other members of their organizations, no matter how junior, as “a child can see his enemies before his father does.” The importance of listening to employees was a recurring theme during the event.

Some of the other leadership actions that have been key during times of trouble included:

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  Spending time reassuring people that as leaders they would take their time to find a strategy to deal with the problem, rather than acting reactively in haste.

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  Continuing to reassure people that this time will pass in the same way as similar times in the past have done, and keeping up their confidence.

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  Maintaining an “always give an ear, it costs you nothing” philosophy.

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  Meeting with the elders during difficult times to explore options and agree the most appropriate strategies.

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  Going out into the community and talking and listening to everyone, explaining what the community is going to do, and training people with any new skills that they might need.

Debates during the panel discussion continued to follow the focus on the secrets of survival and success, relating both to the bush and the boardroom, with a particular focus on the dangers of short-termism. Discussions focused on the need for more consideration for the long-term and more thought in UK management, and concluded that UK society is too quick and fast-paced with managers tending to go straight to solutions, with little time for a thought process. Some of the other key conclusions reached include:

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  Leaders need to communicate, in particular to listen, throughout their organizations.

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  A sense of belonging is as essential in business as it is in Maasai culture. Not only can it motivate, but it helps form the sense of community that is so integral to Maasai culture, where everyone contributes to the success of the “business” and thus it survives.

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  Leaders and organizations need to learn from past times.

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  Long-term planning, selecting the right people for leadership roles and working together are all important in difficult economic times.