- Four Foundational Beliefs
- Who Should Come
- What You Can Expect
- Content Areas
- A Note From Peter
- Peter Bregman’s Bio
Unlike other leadership programs, the Bregman Leadership Week takes you deeply into the practices, experiences, and real life application of leadership. You won’t just learn about communication, you’ll do it, in the heat of the moment, when the pressure is on, and your emotions are on fire.
Successful leadership is not primarily about what you know – it’s about who you are and how you show up. It’s about courage, empathy and influence. It’s about risk taking, focus and confidence.
The true challenge of leadership is practical: When you’re outside the classroom – when it matters – what do you do?
- Do you raise undiscussable issues in a way that others agree to address them?
- Do you connect with the people around you and inspire their commitment and action?
- Do you remain steadfast, grounded, and measured in the face of uncertainty?
- Do you respond productively to political opposition – maybe even bad-faith backstabbing – without getting sidetracked, distracted, or losing your focus?
- Do you stay in the discomfort of a colleague’s anger without shutting off or becoming defensive?
The Bregman Leadership Week isn’t about theory. It’s about acting in new ways. It’s about gaining years of capability in a week. Capability that you apply, at work, the day you come back.
Four Foundational Beliefs
1. Leadership is context specific. Have you ever wondered why someone can be a great leader at one company, and then utterly fail in another? Leadership is never in a vacuum. There are very few generalities that apply universally to leadership. It’s about leveraging the best of who you are to the environment and the mandate.
- What’s your industry? What are your organization’s priorities?
- What’s your company’s recent history? What’s it’s culture?
- Who are your colleagues on the leadership team?
- What are the challenges your employees are facing?
- Where are you in the hierarchy?
- What are your strengths, weaknesses, differences, and passions?
Even in a group setting, our leadership work is specific to each individual, situation, and organization.
2. Leadership is about making choices and taking risky actions. Sitting in the safety of a classroom thinking about leadership doesn’t help people become better leaders. The real challenge of leadership is the challenge of behavior. It’s the challenge of making, following through on, and learning from hard choices and complex decisions.
- When push comes to shove are you willing to take the difficult and risky actions necessary to grow your organizations?
- Are you willing to commit to a big idea?
- Are you willing to push a risky strategy through to execution?
Our leadership work focuses on taking difficult actions, with support, inside and outside of the classroom.
3. Leadership is personal. There is little difference between who you are as a person and who you are as a professional. Leaders bring their whole selves to work and are adept at managing all different aspects of themselves. Leadership is not just a mental challenge, it’s emotional, physical, and even spiritual.
- Do you know what you are feeling at any given moment?
- When you feel strongly about someone or something, are you able to unpack the emotion?
- Are you able to identify what’s going on and distinguish between a trigger and useful data?
- Do you know your limits and move through your activities with energy and presence?
You can bring all parts of yourself to our leadership work.
4. Leadership is about relationships. Your ability to lead is directly related to your ability to connect with others, inspire them, and motivate their action. Leaders know how to develop the kinds of relationships that build loyalty and commitment in those around them.
- Do you trust yourself enough to act courageously?
- Do you accept and appreciate others as they are, bringing out their best without trying to fundamentally change them?
- Are you willing to be vulnerable?
- Are you committed more to the collective than you are to your own interests?
Our leadership week operates in a group setting so participants can experiment with, gain insight from, and be challenged by their colleagues in real ways.
Who Should Come
The week is designed for senior leaders who have responsibility for leading strategy, people, a business, and/or a function in organizations of all types, industries, and sizes.
To encourage people to attend with their colleagues, we are providing a discount of $500 per person for multiple people from the same organization.
What You Can Expect
We’ll focus on practical solutions to sticky leadership challenges you’re facing and we’ll figure out why your current solutions aren’t working. You will increase your self-awareness and capability through personalized coaching, new ideas, large group and partner discussions, exercises, writing, meditation, yoga, and more.
Here’s where it got interesting: she didn’t just talk about her exhaustion; she felt it. Soon, she began to speak about her brother who killed himself years earlier and her regret at not being able to save him.
It soon became evident that, unable to save her brother, she is trying to save everyone else, a habit that is draining her and could prevent her company from succeeding. How much more powerful would the CEO be if she could convey her trust for her very capable people, delegating with the confidence that they will accomplish their tasks?
This is not a leadership knowledge issue. She already knows everything there is to learn about delegation. But until she faces — not just intellectually, but physically and emotionally — that she couldn’t save her brother, all the delegation skills in the world will not help her.
Our work during the Bregman Leadership Week will be guided by the specific needs of the individuals participants. Among other things, we will address the following:
Creating a self-motivating culture. How are you leading to get the most out of people’s internal drive?
Building an independently capable team. How can you help people learn, think, and act for themselves?
Clarifying the roadmap for success. What are your explicit and implicit expectations and how can you best communicate them?
Influencing strategically. Who do you need to persuade, about what, and how can you approach it most effectively?
Flexing your leadership style. How do you show up and how can you flex your style to be most effective?
Leading change and gaining ownership. How can you get the right people to take accountability for the change you are leading?
Getting the right things done. How can you reorganize, re-prioritize, and react more efficiently to achieve your objectives and the needs of the business?
Conveying the right messages in the right ways. What’s your plan for making sure you communicate with the right people in the right way with the right timing?
Managing conflict and difficult situations. How can you resolve conflict in ways that build commitment and enthusiasm amongst everyone involved?
Why I’m running this program and what I hope you’ll get…
Leadership is about taking risks – and I want us to experiment with, and experience, taking risks. If possible, I want us to do it with, and in front of, other people with whom we work – so that we will be more likely to continue taking risks when we return to our workplaces and our lives. That will help us become more familiar with our fear and that is how we build our courage.
I want us to take chances and fail and get up again. And I want us to understand – or at least consider – what’s important enough to do, that we are willing to fail in pursuit of it. I want us to feel our own emotions deeply and become comfortable sitting with each other’s emotions – even if that means anger directed at us. I want us to experience rising above our emotions – not repressing them – but acting deliberately while in full feeling of them – to do things we know are right even if we are afraid or uncertain. And I want that to engender a deep trust in ourselves and in the people around us. All of this is part of being a leader.
I want us to be real human beings – with cracks and challenges and emotions – and to stand strong as leaders, not despite our humanness but because of it.
That’s the world I want to live in. Those are the leaders I want to lead with. That’s what I want to help create in our week together.
Peter Bregman’s bio
Peter Bregman is the CEO of Bregman Partners, Inc., a global management consulting firm which advises CEOs and their leadership teams, helping them break down silos and tackle their most important priorities together. He speaks, writes, and consults about how to lead and how to live.
Peter began his career teaching leadership on wilderness and mountaineering expeditions and then moved into the consulting field with the Hay Group and Accenture, before starting Bregman Partners in 1998. Peter has advised CEO and senior leaders in many of the world’s premier organizations.
Peter bases his work on the notion that an organization, at its core, is a platform for talent. By unleashing that talent, aligning it with a compelling vision, and focusing it on business results, both the individual and the organization thrive. Since 1989, Peter has trained and coached all levels of management and individuals to recognize their leadership, exhibit leadership behaviors, model and stimulate change, and foster their own development and growth as well as that of their teams and colleagues.