People buy into people, so we believe in starting on the inside: building confidence and resilience; reinforcing core leadership attitudes, values and purpose.
Then we look towards the outward-facing: a leader’s actions, skills and behaviours. For example, we help them understand what it’s like to be on the receiving end of their communication.
In this way, we help leaders use what they have on the inside to help them have the impact they want to see on the world around them.
We worked with psychologists Dr Paul Redford and Louise Nixon at UWE to create the AGL model of leadership.
Sources of strength and resilience include:
A leader might approach the world with the following qualities:
The skills and actions a leader might employ include:
The impact a leader might achieve includes:
According to the World Economic Forum, at the current rate we are still 118 years away from closing the gender gap. Women are underrepresented at all levels, and it gets worse with each promotion level (Mercer, 2016). Worse, we are going backwards not forwards in the UK.
This is not a simple issue, but at AGL we are clear on one thing: that the biggest difference we can make is less about focusing on the case for women in leadership, and more about offering practical solutions – both at the structural level and at the personal level.
Confident communication is one of the most powerful skills women can develop to be heard above the noise, and valued as a result.
There are key areas in which organisations can take action to strengthen their current and future pipelines of high-performing women.
Leadership and purpose at global airline
We were engaged support the leadership team of a global airline with the challenge of engaging a large population in business strategy and values
We began by working with the leadership team to help them plan a campaign that would bring greater alignment and purpose through the organisation.
We then worked with a range stakeholders to create a unifying corporate narrative – a compelling way of talking about the business and its story that would send a clear message about purpose.
We then coached a range of very senior leaders to help them personalise this message and bring it to life for their own key audiences.
We rolled this approach through the population with a series of workshops aimed at helping managers internalise the narrative in order to promote engagement and focus.
We concluded by conducting a qualitative and quantitative evaluation of the impact our programme had achieved, making further recommendations to the leadership.
“AGL blends a great combination of being both challenging and inspiring. I'm feeling better equipped and am a big AGL fan”
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