Online Masterclass - How Adaptive Leaders Anticipate Change Before It Hits - NEW

This event is exclusive to members of The Henley Partnership.

To book please contact your HR or Learning and Development team at your organisation.

Unsure who to contact? Please do not hesitate to contact us at thp@henley.ac.uk

What if you could see around corners? Most leaders are brilliant at reacting. Far fewer are equipped to anticipate. This session will shift that. You’ll learn how to spot weak signals, disrupt your own thinking and lead with strategic foresight – even in uncertain, high-stakes environments. Combining behavioural science with sharp, real-world cases, we’ll explore how to lead calmly and credibly before the crisis hits – and turn volatility into competitive edge.

This session will help you:

• learn how to think differently, lead with strategic foresight and anticipate future dilemmas
• appreciate how to work with intuition and insight to adapt and respond to fast-moving change
• gain skills to remain calm and in charge in the most volatile situations

Any leaders who want to stay ahead of the tsunami of change and disruption which the world throws at them.

Benjamin is a Professor of Leadership at Henley Business School. He has held his chair since 2018.

His research draws on identity and institutional theory, studying how legitimacy and identity construction inform firm leadership.

A LinkedIn Top Voice and frequent contributor to Forbes, The New York Times and The Wall Street Journal, Benjamin has written four bestselling titles: Too Proud to Lead (Bloomsbury, 2021), Closing the Service Gap (Financial Times, 2023), Job Crafting (MIT Press, 2024) and Advanced Strategic Management (Palgrave Macmillan, 2024). The latter, a textbook endorsed by the University of Oxford and the Wharton School, has exceeded 20,000 copies.

Benjamin is the Associate Editor for The International Journal of Human Resource Management and the Journal of Business Research and leads three Special Issues as Executive Guest Editor. The first explores how diverse teams inform strategic decision-making; the second investigates how identity tensions influence innovation; and the third examines the fragility of inclusion as human resource management logics and infrastructures evolve.

*Up to 4 places per member organisation. 'Up to' indicates the maximum number per member organisation. All places are subject to availability at the time of booking.*