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Sustainability

Set the agenda using UNs 17 goals and turn them into a competitive advantage.

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Digital Transformation

New technology demands a new style of leadership. Everybody is talking about Digital Transformation.

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Clients and cases

We are dedicated to developing the capabilities of people and organisations.
Meet our clients and learn about their successes.

We deliver worldwide

With offices in London, Copenhagen, Malmö and Aarhus, as well as a network of 300+ consultants, Mannaz can deliver worldwide.

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Nathan Hobbs Director, Client Solutions

+44 796 288 1445
nho@mannaz.com

Terri McBride Vice President

+44 794 469 3186
tmc@mannaz.com

Paul Frederick Blackhurst Client Director

+44 759 527 5952
pbl@mannaz.com

Christine Dandy Client Director

+44 783 402 2486
cda@mannaz.com

Stuart Schofield Client Director

+44 7990 036110
ssc@mannaz.com

Mette Skøt Senior Vice President

+45 8188 1077
msk@mannaz.com

Lars Østerby Client Director

+45 5139 6221
los@mannaz.com

Anette Forsner-Hansen Client Director

+45 2087 1199
afh@mannaz.com

Søren Blem Bach Senior Consultant

+45 2989 3734
sbb@mannaz.com

Berit Kristine Bøggild Client Director

+45 2295 0151
bkb@mannaz.com

Martin Bo Nielsen Senior Consultant

+45 8192 5343
mni@mannaz.com

Henrik Bjerregaard Nielsen Client Director

+45 5139 6259
hbn@mannaz.com

Magnus Ramdén Senior Consultant

+46 735 01 63 21
mra@mannaz.com

Joakim Eriksson Client Director

+46 735 286 071
jer@mannaz.com

Bjarke Østergaard Client Director

+45 4166 8864
bos@mannaz.com

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London

3 Queen Square, Bloomsbury
London, WC1N 3AR
United Kingdom

+44 (0)203 119 1240
info@mannaz.com

Copenhagen

Dr. Neergaards Vej 5A
2970 Hørsholm
Denmark

+45 4517 6000
info@mannaz.com

Aarhus

Olof Palmes Allé 20
8200 Aarhus
Danmark

+45 4517 6000
info@mannaz.com

Malmö

Stora Varvsgatan 6A
211 19 Malmö
Sweden

+46 4012 7218
info@mannaz.com

Have the course wherever you decide

We offer more than 100 open courses – most can be held in English and wherever you choose!
Write or call to hear more.

Kontakt: René Fabricius Weichel

+45 4517 6140
rfw@mannaz.com

Do you need practical information?

If you are signed up for a course or otherwise in need of practical information, please don’t hesitate to contact us.

Kontakt: Gitte Madsen

+45 4517 6226
gma@mannaz.com

Meet our consultants
Nathan Hobbs

+44 796 288 1445
nho@mannaz.com

Terri McBride

+44 794 469 3186
tmc@mannaz.com

Paul Frederick Blackhurst

+44 759 527 5952
pbl@mannaz.com

Stuart Schofield

+44 7990 036110
ssc@mannaz.com

Christine Dandy

+44 783 402 2486
cda@mannaz.com

Mette Skøt

+45 8188 1077
msk@mannaz.com

Joakim Eriksson

+46 735 286 071
jer@mannaz.com

Anna Rosdahl

+46 708 23 84 41
aro@mannaz.com

Berit Kristine Bøggild

+45 2295 0151
bkb@mannaz.com

Bjarke Østergaard

+45 4166 8864
bos@mannaz.com

Martin Bo Nielsen

+45 8192 5343
mni@mannaz.com

Henrik Bjerregaard Nielsen

+45 5139 6259
hbn@mannaz.com

Anette Forsner-Hansen

+45 2087 1199
afh@mannaz.com

Lars Østerby

+45 5139 6221
los@mannaz.com

Magnus Ramdén

+46 735 01 63 21
mra@mannaz.com

Søren Blem Bach

+45 2989 3734
sbb@mannaz.com

Send us a message

We will respond as soon as possible,
and within five working days.






Mannaz Leadership Survey 2019-2020

Leading for an empowered future

Mannaz has asked more than sixty clients about their priorities and business leadership – uncovering that a new way of managing and motivating teams is being adopted to maintain competitive advantage.

DOWNLOAD THE FULL SURVEY REPORT

 

With this report we have sought to contribute meaningfully to the pool of knowledge on contemporary leadership challenges, to gain valuable and actionable insight that will shape strategy and assist in delivering transformational change.

What has emerged from our many deep conversations with leaders is that leadership development, in the current complex and fast-moving business scene, is mission critical to organisational success. The ability to innovate is also paramount and that can only be achieved in a culture which is collaborative, agile and empowered.

Significantly, almost half of our respondents envisage the need for a new kind of leadership. The model of top-down, command-and-control management is seen as obsolete and irrelevant. Instead, a new generation of leaders seek to dispense with hierarchies and silos, replacing them with a culture based on emotional intelligence, vulnerability and psychological safety.

 

“A new generation of leaders seek to dispense with hierarchies and silos, replacing them with a culture based on emotional intelligence, vulnerability and psychological safety.”

Mannaz Leadership Survey 2019-2020

A NEW LEADERSHIP CULTURE

Intention, however, must be matched by direction. While there is a strong consensus around the need for change, fewer than a third of respondents have a clear leadership development strategy in place to realise the potential of this new leadership paradigm.

This report answers that challenge and serves as a blueprint and roadmap for the creation of a new leadership culture. It is effectively a manifesto for the holistic learning and development strategies essential to deliver cultural transformation, facilitate genuine innovation and secure the prize of competitive advantage.

The upside of developing an open, collaborative, empathetic organisational culture is positive and enormous. Transformational change consulting, executive coaching, and strategic digital all have a major role to play. Ultimately, organisations must take ownership of their own activity in order to achieve consistency and long-term commitment to learning and development activity.

If we respond to the leadership challenge and embrace an empowered, emotionally intelligent organisational culture, these aspirations will become a reality.

Also in the report:

Leadership for the future: Empowerment

We live in disruptive and revolutionary times where change is the only constant” is a challange for many organisations and leaders today.

Mannaz asked more than sixty clients how this is imacting their priorities and business leadership – uncovering that a new way of managing and motivating teams is being adopted to maintain competitive advantage.
Read more on page 2.

Responding to the pace of change

Paul Blackhurst”There are two key questions facing modern leadership teams – how to respond effectively and enable breakthrough change in their organisations.”

Paul Blackhurst sets out the environment informing the decision-making and prioritisation of our leadership survey respondents – one of constant change and uncertainty, but also opportunity.
Read more on pages 4-5.

Transforming organisations one person at a time

Terri McBrideTerri McBride outlines that the best approach to transformation is one of inclusion and open communication:
“Setting a clear, compelling vision is important, and at the same time it must be aligned with a roadmap that broadly addresses how that vision will be achieved.”
Read more on pages 6-7.

The future is now

Mette SkøtOrganisations have moved beyond bracing the digital opportunity, to facing a digital imperative, writes Mette Skøt.

Digital transformation is not just about digitisation. It is about the mindset to change existing business models.
Read more on page 8.

The ideas advantage

Nathan HobbsNathan Hobbs responds to the weight of survey responses flagging innovation as a key goal and competency for leadership.

Creating an environment where innovation can succeed often requires major organisations to think – and act – more like lean, entrepreneurial businesses. This involves a risky balancing act. 
Read more on page 9.

Creating trust in teams

Stuart SchofieldStuart Schofield explains how psychological safety is a critical component of the non-hierarchical approach to leadership highlighted in our survey.

Courageous leaders do not do this simply because it is the right thing to do. They do it because they know in the long-term it will drive better performance.
Read more on page 10.

Optimising team performance

Christine Dandy highlights the benefits of creating a coaching culture, encouraging empowerment and supportive conversations at all levels of an organisation: “There is a wide understanding that the command and control style of leadership is fast on its way out. It creates compliance rather than commitment.”
Read more on page 12.

Learning and Development: A new frontier

To create an empowered working environment, human resources is beginning to take a strategic role at leadership level in many organisations – this is also influencing the approach to and prioritisation of learning and development initiatives.
Read more on pages 13-14.

”It is no longer enough for organisations to focus on being the best in the world: they must now seek to be the best for the world.”

Mannaz Leadership Survey 2019-2020