Leadership and development
Professor Amin Rajan has run leadership development programmes in or in conjunction with the following organisations:
|Aegon Group||Barclays Plc||Birchin Summer School|
|British Sugar||The Cabinet Office||Cisco Systems|
|City University Business School||BP Amoco||De Baak|
|EDS Limited||Euromoney||Gartmore Investment Management|
|Heythrop Learning Network||NatWest Group||London Guildhall University|
|Manpower||Merrill Lynch Mercury Asset Management||Microsoft|
|Portugual Telecom S.A.||Prudential Portfolio Managers Limited||Shell|
|UBS||Virgin One Account|| |
He has been involved in two main activities:
As a speaker: he has delivered programmes focusing on issues like:
what is leadership?
how is it developed?
what are the pitfalls?
what are the solutions?
what are the success criteria for a leader?
As a coach/mentor: he has addressed large groups of individuals and run a series of workshops with smaller groups. Their aim being to:
help them internalise leadership issues central to their businesses
encourage them to implement personal development strategies
counsel them to adopt behaviours that secure maximum personal impacts and
Under each of these areas, he combines his research expertise of numerous
global businesses with that of academic coaching.
Coaching and mentoring
Professor Amin Rajan acts as a mentor and professional development coach to top executives in the following companies:
What is the Role of Coaching and Mentoring in Leadership Development?
Based on interviews with 50 prominent business leaders, Leading People concluded that three sets of actions are needed in order to develop tomorrow’s leaders who can reconcile the diverse aspirations of the market place and the workplace; of shareholders and wider society.
leadership development has to be embedded into corporate culture so that it can
occur as a part of everyday activity
second, individuals with leadership potential should be equipped with a raft of
just-in-time tools - like practical tips, customised training, coaching,
self-diagnostics and networking
third, these individuals also seek experiences that expand their horizons beyond
the current job
As such, coaching is about improving one’s effectiveness in the short term; and mentoring about improving it in the medium term. All leaders had coaching and mentoring at each stage of their career, even though they did not recognise them as such at the time. To quote a few examples:
I never had a boring job. Stretched jobs, yes; boring ones, no. I reported to superb guys who brought out the best in me. They were always there to help. This is hindsight, though. At the time, neither they nor I knew the influence they were having on my career.
Sir Brian Pearse
Chairman, Lucas Industries plc
Having the opportunity to have a "risk free conversation" with a trusted third party has been enormously helpful. You can bring out your doubts and anxieties without seeming to look weak or silly…. the mentors I had helped me to be "me". That has helped because I am my own worst critic and I am also terrible at role playing, which still passes for leadership development in many organisations. In this age of sound-bite leadership, it is important to harbour self doubts and discuss them… leaders must never take themselves too seriously.
The paradox of delayering is that it has raised the importance of mentoring in the period of uncertainty. But it has also got rid of excellent mentors - ones who understood company ethos, its policies, its clients, its key drivers.
Sir Peter Parker
Chairman, Mitsubishi Electric Europe BV
Issues also covered in Professor Rajan’s leadership research:
What is the Difference Between Instructing, Coaching and Mentoring?
What Techniques Are Being Used For Coaching and Mentoring?
The key points on this subject are brought out in the self-assessment toolkit given at the end of the CREATE report Leading People.