Four Decades of Enterprise Leadership Development
38
Years Developing Leaders
4,500+
Leaders Developed
100+
Enterprise Programs
21
Years at GE
Enterprise programs and executive participation across multiple industries at:
“At Longs, we needed senior leaders to truly understand how we make money and create value. Toshi’s customized program strengthened decision-making, accountability, and cross-functional collaboration across our senior leadership team.”
Steve McCann
EVP & CFO, Longs Drugs
High-performing organizations don't improve business performance by teaching leaders more theory
They improve performance by developing leaders who consistently make better, financially grounded business decisions.
Those capabilities are developed through three interconnected disciplines:
Three Disciplines That Develop Better Business Decisions
ALIGNMENT
Think like an enterprise leader.
Creating Shareholder Value
Balancing Short and Long Term
Balancing Risk and Reward
Building Cross-Functional Alignment
Thinking Beyond Functional Boundaries
ANALYSIS
Decide with discipline and rigor.
Prioritizing Strategic Alternatives
Maintaining an External Focus
Forecasting Outcomes
Managing Uncertainty
Developing Business Cases
ACCOUNTABILITY
Deliver, learn, and continuously improve.
Reviewing Performance
Diagnosing Variances
Adjusting Assumptions
Driving Continuous Improvement
Delivering Commitments
Developing Shared Leadership Capability
Organizations build a Leadership Decision System™ by developing the same fifteen enterprise leadership capabilities across the leadership team.
As leaders learn and apply the same capabilities together, they develop:
A common understanding of enterprise value
A shared leadership language
A consistent decision process
Shared expectations for accountability
Over time, these shared capabilities become the organization's Leadership Decision System™.
The Power of Shared Leadership Capability
Once leaders share the same capabilities, they begin making decisions differently.
Instead of relying on individual experience and judgment, leadership teams develop a common way of thinking, deciding, and leading.
The result is:
Better alignment around enterprise priorities
Better business decisions across functions
Better execution through shared accountability
The result is more consistent enterprise performance because leaders approach decisions with the same capabilities, language, decision process, and expectations.
The Experience Behind the Leadership Decision System™
Toshi Shibano, PhD, has spent four decades of helping organizations develop leaders who make better enterprise decisions.
Faculty, GE Advanced Financial Management Program (21 years)
Former business school faculty at Stanford, Berkeley, Columbia, and Chicago (22 years)
PhD, Stanford Graduate School of Business
MBA, UC Berkeley Haas School of Business
Let's Build Shared Leadership Capability
Let's discuss how a Leadership Decision System™ can help your leadership team develop a shared language, decision process, and culture of accountability.
Toshi Shibano, PhD
toshi@toshishibano.com