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KEY Leadership Group, LLC offers leaders, teams and organizations practical solutions and easy to apply training tools and methods to help successfully navigate the journey and realize goals quickly, profitably, and with great impact. Anyone involved in a management position requiring leadership skills will tell you that there is a tremendous amount of work involved which require training in leadership activities. Most business and management activities involve creating a predestined course of action through planning.
Situational LeadershipA® Version 3.0 is a dynamic, engaging workshop that provides the fundamentals of a time-tested, behavioral model of how to best influence the performance of people. Situational LeadershipA® Version 3.0 takes participants through a guided process on how to move their people to the next step in growth as well as to correct performance slippage. Situational LeadershipA® and the four-quadrant bell-curve logo are registered trademarks of the Center for Leadership Studies.
Ian joined the University as Dean of the Business School and Professor of Strategy in July 2012. He is currently a member of the Executive of the Association of Business Schools and was previously on the Executive of the British Academy of Management. He is a graduate of The Australian National University (PhD, Research School of Pacific and Asian Studies, 1984) and the University of Wales, a Senior Fellow of the Advanced Institute of Management Research (AIM), an Academician of the Academy of Social Sciences (AcSS), and a Fellow of the Chartered Institute of Marketing (CIM). Ian conducts research in management teams to investigate the discursive leadership skills of senior managers, with the aim of improving their understanding of, and influence through, language skills.
Stephen Roper is Professor of Enterprise at Warwick Business School and Director of the Enterprise Research Centre.
Dr David Milne graduated in Physics from Heriot Watt University in 1965 completing his PhD at Bristol University in X-ray Optics in 1968. David has kept a keen interest in education and the commercialisation of research creating a strong interaction between the Edinburgh University and the electronics industry for which he was awarded an OBE in 1984.
He received honorary degrees of Doctor of Science from Edinburgh and Heriot Watt and Doctor of Engineering from Bristol.
As Vice-President of the Royal Society of Edinburgh he led the Commercialisation Project with Scottish Enterprise which formed the basis for much of the subsequent government investment into technology transfer for company creation and growth in Scotland. Since stepping down from Wolfson he has become Chairman of the Edinburgh International Science Festival, and Chairman of the James Clerk Maxwell Foundation.
Nick has over 30 years of corporate business experience in UK and overseas and has pursued a portfolio career since 1995 straddling private and the public sectors.
He served previously on the boards of Coats Viyella, Bank of Scotland (West) Board, Standard Life, Scottish Power, the Scottish Legal Aid Board and the Scottish Environment Protection Agency amongst others and also chaired Dynacast International, GAP Group, Stoddard International, the Institute of Directors (Scotland), Scotland the Brand, ScotlandIS, Scottish Networks International and the Glasgow School of Art amongst other companies and organisations.
Richard Harrison joined the Business School in 2013 as Chair in Entrepreneurship and Innovation. Richard's research interests straddle the areas of entrepreneurship, innovation, leadership and strategy. He is founding co-editor of "Venture Capital: An International Journal of Entrepreneurial Finance" (Routledge). Glen provides specialist advice on the legal, financial and employee engagement aspects of setting up and running employee-owned businesses. An economist, has been strategic planner in the textile industry and investment manager and advisor, all in businesses worldwide.
Main interest is in the different ways that CEOs internationally develop strategies for their firms, and develop their operations in other countries. Previously Senior Lecturer in charge of strategy and Associate Research Director at Manchester Business School, following lectureships at Buckingham, Warwick and Bath universities. Strategic investment decisions - integration of strategy and finance - drawing on over 300 company case studies in 21 countries - half in vehicle components, half in a more representative sample of good companies.
Main Focus: Britain, Germany, US and Japan and all four BRIC countries - Brazil, Russia, India and China. Alessa Witt is an independent, early-career researcher who holds a PhD from the University of Edinburgh.


Paul has extensive experience working with leaders and high potential talent throughout Europe, Asia, the Middle East and Africa and across a range of sectors, both corporate and franchised, including automotive, travel and tourism, leisure and hospitality, recruitment and staffing, retail, contact centres, on-line retailing, property, telecoms and financial services.
Donald Anderson started work as a Medical Scientist with the Scottish National Blood Transfusion Service. In 1999 he was elected Leader of The City of Edinburgh Council, a position he held until he stood down in the autumn of 2006 to stand for the Scottish Parliament. During Donald’s involvement in economic development, Edinburgh became one of the strongest city economies in the UK.
I always come away from this conference with new ideas and enjoy the opportunity to network. Organizations will either succeed or fail as a direct result of the strength of its leaders, the qualities of its teams, and the alignment of its strategy and culture. There are so many different dimensions of a business organization or corporate structure that must be monitored, evaluated, controlled, reviewed, such that an effective leader must delegate parts of the work load. Certain performance standards must be established, so that employees will know what is expected from them.
This innovative workshop is pragmatic, flexible and offers the means for learners to begin to impact performance results.
Knowing how to assess readiness, participants move past the stage of just matching their leadership behavior to readiness levels and gain pragmatic steps to determine where and how to invest their leadership efforts to get maximum performance. He was previously Director of Newcastle University Business School (2008-12) and Chair in Strategic Management at Lancaster University Management School (2001-08).
He has undertaken major research and consultancy projects with a number of multinational companies and collaborates with linguist Professor Ruth Wodak and Dr Winston Kwon at the University of Lancaster. In 1970 he joined the Wolfson Microelectronics Institute at Edinburgh University and became director in 1973. He holds an honorary Professorship at the University of Edinburgh and was a member of the University Court from 1998 to 2007. He was a recipient of the IEEE Millennium medal in 2000 and the RSE Royal medal in 2012 for his contribution to electronics and industry in Scotland. He is currently chairman of Social Investment Scotland, four private companies, two pension funds, an honorary professor at the University of Glasgow and a business angel and mentor. He has lectured in UK, Europe and Latin America on business and corporate governance, has been a visiting professor at Strathclyde University and is fluent in five languages.
He was previously Director of the Management School at Queen's University Belfast (2006-2012), where he was academic lead on the development of new Management and Postgraduate and Executive Education Centre facilities and initial Director of the Leadership Institute at Queen's (2012-13), the University's executive education delivery channel. He has been involved in eleven employee ownership transitions thus far with another nine projects in the pipeline. Advises managers and Chief Executives in Scotland, the Netherlands, France, Germany, Sweden, China, Italy and Finland on their international strategic development.
Particular focus is on who they involve in this development: their relationships with others. She has lived and has gained extensive academic and business experience in both Germany and Great Britain. He brings a level of creativity and innovation that is inspiring, energising and valued – and at the same time ensuring the delivery of real personal and business results. He was also a member of the Boards of the Edinburgh Festival Fringe and the International Festival.
Most notably he led Edinburgh’s response to the hosting of the G8 Summit in Scotland and the call by Bob Geldof for a million people to march to Edinburgh.
As a consequence, the leader must train others, and part of that training involves leadership activities. The good manager has performance measuring protocols available that helps delineate how well work in progress is being performed.
Participants learn to use this a€?alivea€? system not only to develop their people but to neutralize low performance issues.


He has also held positions at Durham, Glasgow and Manchester, and was an internal strategy consultant at Tesco PLC (1985-92). Stephen joined Warwick in 2008 having previously been Professor of Business Innovation at Aston Business School.
He spun out the Institute in 1985 forming Wolfson Microelectronics Ltd an independent company of which he was CEO until retiring in 2007. Prior to that he held the Dixons Chair in Entrepreneurship and Innovation at University of Edinburgh, and has held senior academic positions at Aberdeen, Ulster and Queen's. Before working with CDS, Glen held senior positions within sales, operations and general management. He has spent over 30 years researching strategic approaches to globalisation, comparing 21 countries worldwide through extensive field research, in over 300 companies including particularly the automotive sector.
From 1990 he was Convenor of Economic Development, a position he held until the Scottish Local Government Reorganisation in 1995, when he was elected to the City of Edinburgh Council. The Council’s response was recognised by the Chartered Institute of Public Relations, with the award of their Grand Prix award in 2006. These activities are training tools the business leader uses to create a smooth functioning business team. By knowing potential future business trends, the effective leader can be the “first on scene” to beat the competition. As an example, the person responsible for receiving and delivering the mail would not be involved in the systems analyst in developing software programming. There are also performance evaluation standards, surveys, questionnaires, and self-assessments available.
Stephen’s research interests include small business development and policy, mid-market firms, innovation policy and evaluation and regional development. Laura started her Purchasing career as a Graduate at Polaroid after gaining a degree in Technology and Business Studies from Strathclyde University. Prior to this he worked in industry for over 10 years with British Aerospace and then GKN, Britain's two largest engineering companies. Although these successful businesses are primarily found as part of the German Mittelstand, Alessa was one of the first to formally identify equivalents in Britain. Donald was given responsibility for Economic Development in the new Council and in 1998 he left the Health Service to become a full time politician. Scheduling is certainly part of the planning operation, and allows for a coherent structure to business activities.
The workshop addresses this everyday challenge head on and helps leaders where and how to focus to get the best results from their people. Current projects focus on innovation and exporting, innovation and survival and institutional supports for open innovation. Along similar lines would be budget preparation, establishing business procedures and protocols, and developing policies that lets all the employees know the do’s and don’ts of business management. This helps enhance establishing relationships that optimizes mutually cooperative efforts of the employees.
In the final analysis, a good leader with great management skill is going to be the person implements good leadership activities and make things happen, and leads the business forward to superior performance levels.
A good leader will delegate activities and even authority to others, at the same time always demanding accountability.
The conclusions and judgments of the manager will have direct consequences on business operations as a whole and test the extent of their leadership competencies.



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