The ISL Virtual Classroom consists of 1-hour online courses. Examples of our virtual classroom courses for 2021, which are part of our certification program, are:
1. Sustainable Leadership Explained
In this module we explore the attributes of ‘Honeybee Leadership’ – which creates and perpetuates sustainable organisations.
You will see how 23 practices combine and interact to create organisations that withstand the test of time, including through pandemics, financial crises and more.
Some Honeybee practices are the responsibility of managers who establish appropriate policies and programs. Other Honeybee practices rely on a high degree of cooperation and energy from employees.
All these practices combine to create Key Performance Drivers that affect your customers’ experiences and result in high performance in the economic and environmental and social domains.
Given the demonstrable success of organisations that adopt Honeybee practices across many business sectors including services, finance, technology and manufacturing, we ask: why don’t more leaders and managers embrace these practices? What are the barriers to adopting Honeybee practices?
2. Leadership culture
Sustainable Leadership begins with identifying and introducing the leadership culture appropriate to a particular organisation or group. We explore the attributes of four leadership paradigms: classical, transactional, visionary and organic.
These paradigms are widely recognised across many different cultures, and serve as a ‘language’ to discuss and diagnose the leadership culture in organisations.
The challenge here is to identify whether the paradigm operating in your organisation is appropriate for your purpose and goals.
3. Honeybee practices in action
Here we learn how the 23 Sustainable Practices interact and reinforce one another, exploring them using practical examples:
(a) Managing for the long term – Organisations that manage for the long term are more resilient and high performing. They draw on Honeybee practices such as having a shared purpose; systems for innovation and high quality in services/products/processes. They also maintain their distance from outside interference and nurture an enabling culture.
(b) Looking after your people – Here the main practices are retaining and training employees; internal succession planning; ensuring respect, diversity & inclusion; intrinsic motivation and self-management. In this module we see how these practices interact to support Honeybee cultures.
(c) Maintaining good governance – Good governance is about systems and a culture to ensure that accountability, ethics and virtues, reporting and transparency operate throughout the enterprise.
(d) Valuing stakeholders –Honeybee enterprises actively integrate a wide range of stakeholders into what they do. Stakeholders include employees, customers, suppliers, society, the environment and future generations.
Suppliers and customers become partners with employees; decisions are taken that not only prevent damage to the environment and local community, but also do positive good in these spheres.
(e) Creating a sustainable culture – This module draws on a range of practices that support a Honeybee culture, including the leadership culture, managing change; and working with a strong shared vision/purpose, trust, a team orientation and engaged employees.
4. Honeybee Leadership works for countries
This module explains how and why those countries with governments and cultural traditions that take a long-term, stakeholder-oriented perspective outperform short-term, money-focused governments – over decades!
For example, Northern European countries tend to lead and do better than English-speaking countries on economic, environmental and social criteria gathered by authorities such as the World Bank.
Our research shows that not just organisations, but entire nations are also more productive and innovative if they adopt many of the characteristics of Sustainable Leadership.