Simon Hayward is an award-winning thought-leader, valued by major clients, including Three, HSBC, M&S and Network Rail as a trusted advisor & partner. He has a wealth of strategic consultancy & leadership experience gained over 25 years & has developed major strategic learning & development programmes across Europe, Asia, North America & the Far East.

About the Author

Acknowledgements

1 – Introduction

2 - Why you need to know about connected leadership

Old models are breaking down

A new style of leadership

Understanding connected leadership

What connected leadership looks like

What it doesn’t look like

Key benefits of connected leadership

Case study – Connected Leadership at Mandarin Oriental

3 - The end of business as usual?

The rise of the ‘new’ consumer

The emergence of the open and networked society

The arrival of the ‘Millennials’

Summary

4 - The Connected leadership challenge

Reinventing leadership

What makes a good CEO?

Leaders face a complex set of challenges

What does the connected organisation look like?

Leadership Brand

What does the connected leader look like?

Case study – Leading from the front

5 - Purpose and direction

A time for renewal

Why direction and purpose?

Developing a clear sense of purpose

Simon Sinek’s Golden Circle

Establishing the right direction

The leader’s role

Other tips from the Pixar Media 22 Rules

Case study – Connected Leadership at Standard Chartered

6 - Values in action

Redefining and aligning the core values

What’s important around here?

Authentic leadership

Emotional Capital capabilities

Creating a values-led culture

Ethical leadership

Case Study – Values and authenticity at Marks & Spencer

7 - Connected relationships

Looking outward

Developing open and transparent relationships

Balanced processing of information

Strengthening key relationships – questions to ask

8 - Devolving decision-making

Rethinking the balance of power

Why decision-making needs to be devolved

Organisational level

Your role as leader

Case study – Devolved decision making in action at Zara

9 - Encouraging collaborative achievement

Breaking down barriers

Why collaboration counts

Understanding the different stages of team formation

The human desire for community

Organisational level

Collaborating in consumer goods

Finding the cause of conflict

Your role as leader

The persuasive power of collaboration

Strategic listening from a CEO

Case study – Connected Leadership at Telstra

10 - Creating an agile organisation

Dealing with turbulence

Disruptive technologies

Innovation: unleashing the entrepreneurial spirit

Develop a learning organisation

Disruption builds adaptive leaders

Prioritise ruthlessly

Case study – Agility and customer focus at Three

11 - Taking people with you

Building a connected company through strategic engagement

Engaging all the managers

Engaging everyone to create the connected company

Communicating connectivity effectively

Case study – Engaging people at Shop Direct

Connected Company survey

12 - Next Steps

Reflection

Connected society