Disruptive Leadership Conference 2022

A C O N F E R E N C E P U B L I C A T I O N B Y G O B L U E I N C .

The Leadership Series by Go Blue Inc

Vol 1 Issue 2 November 2022

EDITOR IN CHIEF Michelle Gordon imaginitservices@gmail.com

CONTRIBUTORS

Judy McCutcheon Dr. Luz Longsworth

OUR PARTNERS: The University of the West Indies Caribbean Confederation of Credit Unions

PRODUCTION TEAM: Judy McCutcheon Aaron Moses Rhics Technology LTE Executions ImaginIT Consultancy Services

SPECIAL THANKS TO: Dr. Terri-Karelle Reid Dr. Luz Longsworth

Address: Lance Aux Epines, St George, Grenada Phone: 1 473 405 6672

Website: www.goblueconsulting.com Email: info@goblueinc.net

Published by Go Blue Inc. All Rights Reserved

MESSAGE MESSAGE FROM OURFROM OUR CEO CEO

Welcome to the fourth Disruptive Leadership Conference, I am delighted that you have joined us. When this conference was conceived four years ago, it was with the idea that we can learn from each other across the region. I believe that we have achieve this goal.

This year ’ s conference is all about how we can disrupt the leadership model status quo, and create a greater footprint for ourselves and our regions globally The speed of change in business today is unprecedented New markets, changing client expectations, employee demographics, artificial intelligence, increased levels of transparency and digitalization are putting pressure on leaders to rethink organisational leadership models

Employees are looking for leaders who can foster cultures that allow them to thrive, be creative and innovative They want to work for organisations that model these traits They want to work for organisations that adopt sustainable practices and leadership that seeks to create a lasting positive impact in the global space From Technology to climate change, employees are demanding that leaders live and practice their values daily, they want leaders to set the tone and redefine leadership in this new era

Looking forward to interacting and learning from you.

SPEAKER LISTING

Kingsley Cooper

Stedman Graham

Dr Rochelle Haynes

Professor Densil Williams

Professor Paul Phillip

Mr Ian Forbes

Ms. Rochelle Cameron Kay Menzies

Mr Patrick Hylton

Professor Paloma Mohamed Martin Mr Keron Rose

Dr Terri Karelle Reid

Dr. Karrian Hepburn Malcolm Mr Aaron Moses Mrs Cavelle Joseph StOmer

CONFERENCE HOST

Dr. Terri Karelle Reid

CREATIVITY IS THE NEW CURRENCY.

So are you credited with new thoughts or overdrawn in old thinking?

ONYI ANYADO

THOSE WHO DISRUPT THEIR INDUSTRIES CHANGE CONSUMER BEHAVIOUR, ALTER ECONOMICS AND

SIMMONS

DR.TERRI-KARELLE REID

Host & Speaker

Media entrepreneur, TedX speaker, and sought after host, Dr. Terri Karelle Reid, now adds author to her impressive roster of impact

Dr Terri Karelle Reid, is a human ethernet connector of people and dots Having graced the stage at events across the Caribbean, Europe, Asia and the USA, she has built a brand that is synonymous with the word excellence in the world of Event and TV Hosting, Speaking, Content Curation, Online Branding and Storytelling

She is known for respecting the process, paying attention to details, understanding the needs of her clients and audience, fostering great relationships, and always delivering excellence in service As a community builder She uses her platforms to inspire, challenge, motivate and advocate. As a community builder. She uses her platforms to inspire, challenge, motivate and advocate.

Dr. Reid is the host of our event, and she’s also doing a workshop on Building Your Brand For Impact.

Culture omes

BY JUDY MCCUTCHEON

first

Peter Drucker said that culture eats strategy for breakfast However, I would like to add to that, every day and twice on Sundays Strategy is extremely important, however, a culture that empowers is a surer way for your organisation to succeed

The pandemic has brought so many organisational issues to the fore, and I don’t think that companies are dealing with those issues in a strategic way Yes, I see that the words “strategy and culture” are trending right now, however, I think that there is a big kink in the link between these two action words

A strategic plan should be an actionable document that is easily readable, simple to communicate, and easy to implement Some companies engage in a strategic planning exercise and the document is so big and complicated, that it never comes off the shelf Your plan should not be filled with pages and pages of complicated stuff If it is, then it becomes a prime target as a dust collector It appears that there is a full understanding of the why, but the how is still an illusion. I think we fail at the how because we fear change; we are afraid of technology, we are afraid that robots will take our jobs, we are afraid to hire skilled persons and outside consultants to help close the gaps. We fear the very things that can propel our organisations forward.

The issue with this as it relates to our pI read a Harvard Business Review (HBR) article that said AI (Artificial Intelligence) is not the issue, but rather, culture is. We should not be afraid of robots; I think we should be most afraid of what our organisational culture can do to the robots. Culture is the way we do things. It defines how we treat each other; how we treat our customers and how it affects the economic position of the organisation.

I know that the massive exodus from jobs have companies scrambling to fill positions, but what I equally know is that there are lots of qualified and talented people looking for jobs. Just before the pandemic hit, we conducted some interviews for a client and when we spoke to the candidates what stood out for me, was the way the candidates said there are treated before, during and after the interview process. I understand that managers and specifically HR managers are busy, but when you disrespect a candidate, it goes to the very heart of who you are as an organisation your culture.

We are now beginning to refine our approach to human resources, but in our Caribbean context, human resource departments are viewed more as administrative rather than strategic. How many companies have HR at the strategic level? Most of these positions are at best mid level. Your people are who will take your organisation to the next level, so it becomes imperative that you have a culture that speaks directly to that your culture must demonstrate that you value your employees. So many of our organisations still practice this top down approach to management that it becomes difficult for them to listen downwards.

So many organisations operate within a toxic culture, a culture that adversely affects productivity and engagement and then they wonder why their bottom line needle is not moving. For an organisation to effectively execute its strategic objectives, its culture must be in line with those objectives. You must walk your talk. If your core values are about valuing employees, respect, honesty, equal pay for equal work, and diversity, then you must demonstrate those values. Today’s job market is an employee’s market, so if you want to attract top talent and become an employer of choice, then there are some important steps that you need to take, and it starts with your culture. Let your culture lead.

For an organisation to effectively execute its strategic objectives, its culture must be in line with those objectives. Let your culture lead.

Judy McCutcheon MSC , MBA

We have all seen and heard about the mass exodus from companies ( I am wondering where all these employees are going , but that’s for another email) Have you given any thought to why your employees don’t want to work for you and would prefer to stay at home? What can you do, can you do anything, or better yet, do you care enough to want to do something about it?

What does care looks like within your organisation? What am I even talking about when it comes to care? Care within your organisation should take the form of empathy, it should look like small acts of kindness and bonding on an interpersonal level This care is shown when an organisation honours its psychological

can blend The employees are fully invested in the mission, values, purpose, and brand of the organisation

Employees are highly engaged and motivated to help the company achieve its mission. This type of archetype requires intentional effort and is more often possible in smaller organisations.

Work as a Transaction This is an “I need you and you need me ” type of relationship There is no special bonding, work life and personal life are kept separate The employer needs the employees to achieve its goals and the employee needs the employer to gain the resources to accomplish their personal goals. They exist together once the transaction is fair. The employer is happy when its mission is achieved, and the employee is happy when the pay cheque is deposited Transaction completed, until the next transaction period

Work as a Scorecard This is a situation where both parties are climbing the success ladder. Employers are competing for the best talent, constantly looking for ways to attract and retain the best talent. Employees are free agents. They have a personal brand and move around with the intentions of maximizing both their resume and bank accounts Both the employer and employee are constantly on the lookout for better opportunities loyalty is thin of both sides The employee cares very much about what the employer represents because it affects their personal brand. The employer has to incentivize its employees, to fulfill its mission.

Work as a Partnership In this type, true partnership exist because the trust factor is very high There is alignment between the parties, and they view each other as partners working to achieve a common set of goals and objectives each party pulls their weight. When working well, the employer achieves its mission, and the employees view their organisation as a place and path towards achieving their personal goals Both parties have a good sense of what the psychological contract means, and they both strive to honour their side of the bargain

Breaches in the psychological contract happen when either party defaults on their commitment. When employees default the fallout is not as harsh they either leave on their own or are asked to leave. When the employer, however, breaches the contract the effects are much more acute, and widespread Trust is eroded and employees get disengaged

Leaders must understand that their employees are real people, with real feelings, and real needs. Organisations must build their psychological contract on the firm foundation of fairness, clarity, and empathy When employees feel valued and cared for, then trust becomes the oil that greases the wheels

BREACHES IN THE PSYCHOLOGICAL CONTRACT HAPPEN WHEN EITHER PARTY DEFAULTS ON THEIR COMMITMENT.

" "

Re defining Leadership: From The Caribbean to the World

MAIN STAGE SPEAKERS

Kingsley Cooper Chairman, Pulse Investments Limited Day 1

Topic: How do we Re Define Caribbean Leadership For Global Impact

Stedman Graham Chairman and CEO of S. Graham and Associates Day 2

Topic: The Dynamic Leader/Identity Leadership

Dr. Rochelle Haynes Senior Lecturer, Management Consultant, Author, and Speaker Day 1

Topic: Re thinking The Leadership Framework for the Blended Workforce

Professor Densil Williams Principal and Pro Vice Chancellor of UWI Five Islands Campus recorded

Topic: The Role of Corporate Leadership in building a Globally Competitive Enterprise

Professor Paul Phillip Professor of Strategic Management Kent Business School

Topic: Leading for Accountability, Authenticity, and Agility Ian Forbes CEO (Ag) Angostura Limited

Topic: Changing The Leadership Model to Create Sustainable Success

Rochelle Cameron Founder and CEO, Prescient Consulting Services

Topic: Re Evaluating Caribbean Leadership A Diversity, Equity, and Inclusion Perspective

Kay Menzies President and CEO Fortis Belize Limited

Topic: Innovative Leadership Breaking Barriers and Changing Precedent

Patrick Hylton President and Group CEO, NCB Financial Group

Topic: Leading in this Economy: The Current Challenges and Future Opportunities A Caribbean Perspective

Professor Paloma Mohamed Martin Vice Chancellor University of Guyana

Topic: Re defining Leadership: From The Caribbean to the World.

RE-DEFINING LEADERSHIP

From the Caribbean to the World PROF.PALOMA MOHAMMED

Paloma Mohamed is a full Professor of behavior, change and communications at the University of Guyana. She is also an adjunct Professor of Cultural Diplomatics at Trent University She is currently the eleventh Vice Chancellor and first woman to lead the University in its 59 year history and the first woman to lead any University as Vice Chancellor in the Anglo phone Caribbean.

As an academic Prof. Mohamed has supervised scores of graduate research theses, produced over 15 Ph. Ds, produced and co produced over 22 films and documentaries She has also written and edited 11 books and several academic journal papers including the noteworthy book “Communication, Power and Change in the Caribbean” She has served on pro bono on several local and international boards including CXC and UNESCO to name a few and has also served in a technical advisory capacity to various governments and international organizations as a communications strategist and change specialist.

Among several national and international awards, Prof Paloma Mohamed has been awarded a Presidential Medal of Service in 2012 and the City of New York Award for Culture in 2013 She became the first woman Caribbean Laureate for Excellence in Arts and Letters in 2015 and was again recognized with a National Arrow of Achievement in May 2015.

Prof Mohamed returned to Guyana in 2007 to help resuscitate the failing Centre for Communication Studies and despite her extensive international footprint has remained with UG becoming Director of the Centre for Communication Studies, Dean of the Faculty of Social Sciences, Deputy Vice Chancellor and Chair of the Transitional Management Ccommittee (TMC) prior to becoming Vice Chancellor in June 2020

In committing to UG’s becoming a top ranking University, she is credited within a short time with beginning and leading the University’s Blueprinting Process which produced its visionary BluePrint 2040.

In the first two years of her tenure as VC Prof Mohamed has led “UG’s” transformation through the Covid pandemic, overseeing its transition to an online mode, raising the student numbers and UG’s local and international image, as well as raising significant resources for UG and reforming its Finance, Human Resources, and Organizational structure. Prof Mohamed has functioned as a world class academic, researcher, beloved and inspirational teacher as well as a dedicated and courageous servant leader.

DR. ROCHELLE HAYNES

MA, PhD, CIPD, HEA

Rochelle is a published author, global speaker, management consultant, and senior lecturer She holds a PhD in International Human Resource Management and is the Founder and CEO of Crowd Potential Consulting Inc. Rochelle’s passion lies in applying good people management practices within the growing digital economy and she has travelled across Southeast Asia including Indonesia and Thailand to explore the world’s top remote working hotspots, explore co working spaces and interview globally dispersed workers. She was featured in Forbes for her framework on ‘Gig HR™’, a term she coined to describe the discipline of using HRM to help companies enhance their working relationships with contract or ‘gig’ workers, ‘digital nomads’ and other offsite stakeholders, whose physical contact with organisations is limited or non existent.

Thought Leadership:

The term Gig HR was coined by Rochelle and represents a shift in the way we think about people management strategies. It is an emerging field which advocates the tailoring of people management practices to suit new business models and a diversified workforce. Rochelle and her team at Crowd Potential published a global research study in February 2020 which examined how people’s different working needs and expectations, including those of remote and independent workers, should inform organisational approaches to managing performance, rather than assuming a ‘ one size fits all’ approach.

BA,

KAY MENZIES

Innovative Leadership: Breaking Barriers and Changing Precedent

Kay Menzies is the President & CEO of Fortis Belize Ltd a hydroelectric company and is the first woman to lead an energy company in Belize Kay is also the co founder of Socias a technology/digital transformation company Before transitioning to Fortis Belize, she was the Managing Director at Karl H Menzies Co Ltd for 20 years and led the company through multiple transformations, including investment in e commerce development.

In 2021, Ms Menzies used her leadership foresight and enthusiasm to create Belize's first e commerce platform BelizeON bz, in collaboration with Karl H Menzies. Since then, BelizeOn.bz has blossomed into a full e service ecosystem, including food delivery and freight logistics.

Apart from her private sector leadership roles, she has also served on the Board of Directors of Belize Electricity Ltd , becoming Deputy Chairman in 2021 She is also a member of the Board of Directors for Grace Kennedy Belize Ltd, Honorary Consul for the Federal Republic of Germany, and Prosperity Honorary Consul for the United Kingdom and previously served as Chair of the Belize Port Authority and Co Chair of the government's Economic Development Council.

During her 25 plus years of work experience in Belize, she has also been extensively involved with private sector development advocacy on matters such as taxation, enabling environment, access to finance, and transportation. She also championed change through the Belize Chamber of Commerce & Industry, where she served two terms (2010 2014) as President and continues in an advisory role today.

Ms Menzies has the educational experience to match her professional accolades She holds an MBA from the prestigious Loyola University, New Orleans.

Her radical and innovative leadership ideas will ensure that she provides the leadership conference with a wealth of knowledge She will present on "Innovative Leadership Breaking Barriers and Changing Precedent"

President and CEO Fortis Belize Limited

Kingsley Cooper, C D Chairman and Director of Special Projects of Pulse Investments has been at the forefront of Jamaica’s and the Caribbean’s creative industry development for almost forty years.

Cooper founded Pulse in 1980 with colleague Hilary Phillips Together, the duo created the first fashion production, modeling, music, and general entertainment company of its kind that would eventually grow to be listed on the Jamaica Stock Exchange.

Cooper has built Pulse into a fashion, entertainment, and lifestyle industry powerhouse and an icon of Caribbean style Some notable innovations of Pulse include the Caribbean Model Search, Pulse international modeling agency, Caribbean Fashionweek, the Superjam concert series, Caribbean Fashion Weekly, and The Caribbean Model Search In 2022, Cooper expanded the Pulse empire to include a 70 unit Lifestyle Village at Villa Ronai opened by the Prime Minister of Jamaica.

Cooper was also the first Chairman of Jamaica’s Industry Advisory Council for Entertainment and the first Chairman of Jamaica’s Entertainment Board. He co founded and chaired the precursor entertainment development organization, The Entertainment Development Enterprise of Jamaica He spearheaded and was appointed Chairman of the Caribbean Fashion Industry Association (CAFIA) in recent years

In 2007, the Government and the people of Jamaica awarded Cooper a CD Order of Distinction (Commander Class) This honour was conferred on him for his work in “pioneering, defining and developing the modeling industry in Jamaica and the wider Caribbean locally, regionally & internationally”. Cooper also receives several other awards and citations, including a star on The Reggae Red Carpet Walk of Fame, New York City. He has also received the Icon Award from Ocean Style and was presented with the Kiwanis International Excellence Beyond Borders Award in 2004.

As Pulse has become a international force, Mr. Cooper is the ideal speaker to share insights on creating global impact. He will grace the main stage speaking on “ How do we Re Define Caribbean Leadership For Global Impact”.

How Do We Re-Define Caribbean Leadership For Global Impact?

Kingsley Cooper Chairman, Pulse Investments Limited

TERRI-KARELLE REID

(Dr )

Building Your Personal Brand for Impact

Dr Terri Karelle Reid is one of the most well loved media personalities in Jamaica Known for her quirky combination of earthy wit and ebullience grounded in excellence, grace and elegance, Terri Karelle has remained unapologetically authentic and unorthodox, using her multiple platforms to inspire, challenge and motivate From adding the zest to Jamaica’s top television shows, to tactfully addressing country leaders and dignitaries, Dr Terri Karelle Reid embodies “The Human Ethernet”; the connector of people and dots

Though a Doctor of Veterinary Medicine Terri Karelle transitioned into the world of media, public relations, marketing, and management after her studies She has worked as a PR exec with RISARC Consulting in Los Angeles; general manager of Spartan Health Club; and online brand manager of The Gleaner Company (Media) Ltd, where she was responsible for innovating successful digital marketing strategies for the oldest news media in the English speaking Caribbean

Today, Terri Karelle commands diverse audiences across the Caribbean, Europe, Asia, and the USA with her highly animated and charismatic personality She has built a brand of excellence in the world of event hosting, speaking, online branding and storytelling

Her infectious personality and welcoming persona have made Terri Karelle a staple to this conference The Leadership Series is pleased to have Terri Karelle once again!

KERRON ROSE

Online Business Strategist

Using Technology to Create A Greater Impact For Your Business

Keron Rose is an Online Business Strategist who works with Caribbean entrepreneurs and businesses across the region

Mr Rose helps Caribbean businesses to build their digital presence and advises them on how to monetize their platforms. He is also the host of one of the top business podcasts in the Caribbean, Digipreneur FM. On Digipreneur, he speaks to the Caribbean’s leading digital entrepreneurs to learn from their expertise & their story.

Mr Rose believes that the Caribbean presents endless business opportunities due to the emergence of new technologies To help these businesses strive, he hosts workshops and strategic sessions and connects entrepreneurs with potential sponsors. Mr. Rose has worked with companies across the Caribbean, such as Flow, Digicel, Bmobile, Huawei, Sagicor, Scotiabank, Eastern Credit Union, FCB, Wipay, and Loop Caribbean.

His goal is to constantly create educational content through his Blog and Digipreneur FM podcast that pushes Caribbean Entrepreneurs to navigate the digital age and participate in the global economy

As a technologically savvy entrepreneur and strategist, Mr Rose will inform this year ’ s conference on “Using Technology to Create A Greater Impact For Your Business”

ROCHELLE

CAMERON

Re Evaluating Caribbean Leadership A Diversity, Equity, and Inclusion Perspective

Ms. Cameron is an established attorney at law, business strategist, and communicator with over 20 years of experience. She is the founder and CEO of Prescient Consulting Services Limited a firm that supports organizations with developing and executing impactful legal, people, and communications strategies As CEO of Prescient, she leads a team of professionals in providing fit for purpose guidance, strategies, project management, and workshops. Her areas of expertise include leadership development, change management, culture transformation, and organizational design.

As a multidimensional executive, Ms. Cameron has guided companies through crisis and organizational transformation with calm, collaborative, and decisive leadership Her blend of business acumen and organizational skills allow her to be a valuable contributor to the success of her clients. Ultimately, she aims to develop people and is committed to helping organizations create an enabling environment where colleagues are engaged and motivated to tap into and unleash their brilliance

As a sought after keynote speaker at local and international events, she uses her inimitable “Adrenaline Roch” style of passion, high energy, and sense of humor to shape and deliver serious topics in a way that is both interesting and entertaining

Besides her consulting success, she has also thrived in her legal career. She is a former Crown Counsel with the Office of the Director of Public Prosecutions in Jamaica She also worked with Cable and Wireless as its Vice President of Legal and Regulatory and Company Secretary In addition to her Legal Senior Leadership roles, she has led Human Resources and Public Relations teams.

In addition to her legal training, Ms. Cameron holds an MBA in International Business from the Mona School of Business and Management and is a former lecturer at the institution Ms Cameron is also a John Maxwell certified Coach, Trainer, and Speaker

As a consulting professional, Ms. Cameron has advised clients on every fundamental aspect of their operations. She will share her experiences as she presents on “Re Evaluating Caribbean Leadership A Diversity, Equity, and Inclusion Perspective”

FOUNDER AND CEO, PRESCIENT CONSULTING SERVICES

PROF.PAUL PHILLIPS

Professor of Strategic Management Kent Business School

Professor Paul A Phillips is Professor of Strategic Management at Kent Business School, University of Kent, UK Paul has previously served as Director of Kent Business School University. He has been a Full Professor for 21 years and has held academic appointments at Cardiff Business School, Cardiff University and University of Surrey

One of his current research projects helps actors in the global university research ecosystem to challenge the “impact” status quo. Professor Phillips brings about change through agile strategic management, innovation, design thinking and technology to help (re)shape and drive impact transformation across universities, businesses, governments, processes and people. Paul delivers strategy and crisis management workshops, which enable organisations to rapidly adapt to post Covid 19 market conditions by introducing novel value and growth through new products and services

His earlier business career was as a qualified accountant and a senior management consultant with Price Waterhouse. Professor Phillips holds an MBA and PhD from Cardiff Business School and is a qualified marketer

He has acted for a wide range of clients in the public and private sectors, which included providing strategic advice to organisations such as the UK Government; Deputy Prime Minister Office; Northern Ireland Government; Ministry of Defence (UK); China People’s Liberation Army; World Bank; China Development Bank; Caribbean Development Bank; BT; Shell; Guinness; global hospitality and tourism organisations; and regional and global higher education institutions

In his citizenship and leadership roles, Professor Phillips has served as Chair of the UK Association of Business Schools (ABS) Research Steering Committee and Member of the ABS Executive Committee He chaired the 2010 ABS Annual Research Conference and the 2010 ABS Annual Doctor of Business Administration Conference. Paul has served on the Institute of Business Ethics UK Advisory Council, Westminster Business School Advisory Board, Founder and Inaugural Chair of the ABS International and External Relations subcommittee

Paul has completed the Experienced Deans’ and New Deans’ Seminar Series, Association to Advance Collegiate School of Business (AACSB), International In addition, he completed the International Deans’ Programme, Association of Business Schools/European Foundation for Management Development, and the Leading Change and Organisational Renewal Programme, Harvard Business School.

Professor Phillips has served as a Visiting Professor at three universities in China: The School of Business Administration, Hunan University, Changsha; International Business School, Beijing Foreign Studies University, Beijing; School of Economic, Shandong University, Ji’nan.

PROF.DENSILA. WILLIAMS

Professor of International Business Principal of UWI Five Islands Campus Pro Vice Chancellor, Industry/Academic Partnerships and Planning at the UWI

Densil A Williams is Professor of International Business, Principal of the UWI Five Islands Campus and also, Pro Vice Chancellor, Industry/Academic Partnerships and Planning at the UWI. He is the former Executive Director of Mona School of Business and Management (MSBM) at the UWI, Mona Campus, the largest Business School in the Caribbean. He obtained a BSc degree with first class honours in Economics and Management Studies, a MSc degree in International Business from the UWI between 1996 2001 In 2006, he obtained a Ph D in International Business and Strategy from Manchester Business School, University of Manchester, in the UK. He is the youngest person to be promoted to the rank of Professor in the history of the UWI, Mona Campus and also, the first person in the over 40year history of Business and Management Education at the UWI, Mona Campus to be promoted to the rank of Professor

Since his first academic appointment in 2006, he has published over 60 refereed works on economic development, small firms’ strategy and economic competitiveness in academic journals, book chapters and conference proceeding, in addition to numerous publication in non refereed outlets He is the author of five books, two of which won outstanding research awards at the UWI. He was also awarded the prize for the most outstanding researcher in the Faculty of Social Sciences at the UWI, Mona Campus in 2013 and 2015

At MSBM, Densil led a number of transformational initiatives in administrative processes, research and innovation and, teaching and learning. For example, he spear headed the establishment of the First Bloomberg Finance lab in a Business School in the Caribbean. The lab went on to win the UK based, Association of MBA (AMBA) award for Innovation in 2018 In addition, he led a comprehensive revision of the MBA and MSc curriculum to include a final field project in all programmes and also, created new pathways for persons to access the programmes based on substantial work experience as alternative to the traditional matriculation requirements.

The various initiatives led to the school achieving strong improvements in its financial performance and also; an increased public profile. Under his leadership; the school won a number of International and National awards, chief among them is the Best of Chamber, Jamaica Chamber of Commerce (Small Business Category) in 2015

IAN

FORBES

Mr Forbes is the Chief Executive Officer of Angostura Limited one of the leading manufacturers in the Caribbean His career spans 30 years and includes diverse experiences, including manufacturing operations, process management, plant design, quality assurance, and project and business management

Before earning the top position, Mr. Fobes was the Executive Manager of Operations until 2020. He also moved through the ranks to become a highly accredited and certified Master Brewer, which he attained from the Institute of Brewing and Distilling UK. Mr Forbes is also an esteemed member of the Institute of Brewing and Distilling and the Master Brewer Association of the Americas. His vast field of expertise augurs well for Angostura’s future propulsion into the global market space

Mr Forbes has a track record of successfully spearheading high level projects, including equipment commissioning, process re design, and production optimization initiatives As an experienced negotiator, communicator, and presenter, he has led the organization to enhanced standards of operation

He holds an MSc in Food, Science &Technology from the University of the West Indies and a BSc in Chemistry and Bio Chemistry. Forbes was awarded the Best Student Award, having attained his MBA certification (with Distinction) at the Arthur Lok Jack Graduate School of Business in 2007.

As Mr Forbes was instrumental in leading Angostura to a position of optimal optimization, he will lead the conversation on, “Changing The Leadership Model to Create Sustainable Success”

Chief Executive Officer of Angostura Limited

PATRICKHYLTON

President and Group CEO, NCB Financial Group

LEADING

IN THIS ECONOMY

The current state and what can we expect the Caribbean Perspective

With a career in finance and banking that spans over 30 years, Patrick Hylton is one of the region's most legendary businessmen. Mr Hylton sits as the President and CEO of National Commercial Bank (NCB) Financial Group Limited, with more titles under his belt His leadership propelled the NCB to become Jamaica's largest and most profitable financial institution and the most profitable stand alone financial group in the English speaking Caribbean.

Apart from his notable association with the NCB, Mr. Hylton is also affiliated with several large Caribbean institutions, including Guardian Holdings Limited (Trinidad & Tobago), Clarien Bank Limited (Bermuda), and Massy Holdings Limited (Trinidad & Tobago) He is also the former President of the Jamaica Bankers’ Association and a former Economic Programme Oversight Committee member.

His incredible success in the financial industry hasn't gone unnoticed. In the 90s, Mr. Hylton was appointed to an executive role in the Government, tasked with restructuring the Jamaican financial sector. His exemplary execution enabled him to receive the national award of the Order of Distinction, Commander Class, in 2002; the Order of Jamaica for Distinguished Contribution to the Finance Sector and Philanthropy in 2020; and the Jamaica Institute of Management Manager of the Year Award in 2016.

Apart from his professional accolades, Mr Hylton is an Honours Graduate in Business Administration and an Associate of the Chartered Institute of Bankers (ACIB), London. In 2019 he was conferred the Honorary Degree of Doctor of Laws (LLD) by the University of the West Indies, Mona, Jamaica

With a rich background in finance in the Caribbean, Mr Hylton will share his wealth of knowledge by presenting on, "Leading in this Economy: The Current Challenges and Future Opportunities A Caribbean Perspective

KARRIAN HEPBURN MALCOLM

Dr Karrian Hepburn Malcolm is a management and leadership powerhouse. Her leadership roles span 19 years and two Caribbean islands. Currently, she serves as the Managing Director of Guardian Media Limited (GML) a premier provider of multimedia solutions based in Trinidad and Tobago where she directs and manages all business operations and guides the strategic direction of the company.

Before her leadership role at GML, Dr. Hepburn Malcolm worked with Scotiabank (Trinidad and Tobago), and contributed to several aspects including compliance, and people operations She also proudly served as Vice President of Sales and Service of the Trinidad and Tobago Unit Trust Cooperation (TTUTC), where she managed all customer relationships, and service touchpoints and was instrumental in driving national and regional sales expansion initiatives in new markets

Dr. Malcolm uses her unique background in finance to provide her strategic leadership. She is a licensed broker with the Trinidad and Tobago Securities and Exchange Commission (TTSEC) and a former Trader with the Trinidad and Tobago Stock Exchange (TTSE)

Dr Malcolm has received extensive professional training in investment, asset management, retail banking, and business support services and is certified in Change Management from Prosci Canada In addition to her training, Dr Hepburn Malcolm holds a Doctor of Management (D M ) in Organisational Leadership (DMOL) from the University of Phoenix, an MBA in General Management, and a double major in Management Studies and Public Administration from the University of the West Indies (UWI), Mona Campus, Jamaica

We're excited to have Dr. Malcolm as one of the experts on our panel discussion for this year ' s leadership conference. Dr. Malcolm will join three other esteemed management professionals for a discussion on, “The New Balance of Power with remote work and how companies can maximize this to their advantage”.

Managing Director of Guardian Media Limited

(Dr )

AARON MOSES

Mr Moses is a coveted management expert with extensive experience advising public, NGO, and private sector businesses on their management and human resource practices. In his portfolio, Mr. Moses has conducted policy reviews, strategic plans, program evaluations and assessments, and HR interventions for several regional and international organisations

When not engaged in professional endeavours, Mr Moses contributes to Grenada's professional and financial fabric. He has long been a proud supporter of the credit union movement, serving as a Director, Vice President, and President of the Caribbean Conference of Credit Unions In addition, Mr Moses has served as the President of the Grenada Athletic Association, President of the Grenada Chamber of Industry and Commerce, Deputy President of the Senate, and a Lecturer at the University of the West Indies (Open Campus) Certificate in Management program.

Apart from his professional accolades, Mr Moses holds qualifications in management He earned a BSc in Management from the University of the West Indies (UWI), an MBA in Management from the University of Missouri, and an MSc in Telecommunications Regulation and Policy from the UWI.

As a management professional who guided businesses through demands of the pandemic, Mr Moses will join the panel discussion on, “The New Balance of Power with remote work and how companies can maximize this to their advantage”.

JOSEPH-ST. OMER

Cavelle Joseph St Omer, President of HRMATT, is a globally recognized Human Resources executive with over twenty years of experience working to effectively balance big picture thinking and strategic planning with hands on execution. Her passion is providing HR solutions for her colleagues and clients by helping them build their HR infrastructure through technology, compliance and people

Ms Joseph St Omer is member of the Board of Directors of the National Training Agency, where she serves as the Chairperson of the Finance, Investment and Procurement Committee. She is presently the Public Relations Officer of the Arthur Lok Jack Graduate School of Business Alumni Board, and a Director of the EPOCH Foundation She is an active member of the Society for Human Resource Management and the Human Resource Management Association of Trinidad and Tobago, where she also facilitates SHRM examination preparation.

Ms Joseph St Omer is a past member of the Board of Governors of NIHERST, and served as the Chairperson of the HR Committee Additionally, she is a past member of the Industrial Relations Advisory Committee; a past Director, in the capacity of Treasurer and Chairperson of the HR Committee on the Board of Turtle Village Trust; the Past President of the Association of Female Executives of Trinidad and Tobago; the past Secretary of the Pest Management Association of Trinidad and Tobago; a past Director of the Gender Advisory Board, of the Institute of Gender and Development Studies, The University of the West Indies, St. Augustine; and additionally, a past member of the Advisory Council of the World HRD Congress She previously served on the Boards of South AIDS Support in the capacity of Secretary; and a member of the Sub Committee for the Women’s City Centres Programme in Trinidad and Tobago, Design Module: Economic Empowerment and Design Module: Governance.

In February, 2016 Ms Joseph St Omer was recognized as one of the top 100 Global HR Professionals by the World HRD Congress. She was acknowledged for her contribution to South AIDS Support at its 10th anniversary function in 2011. Additionally, she was also bestowed with the Spirit of AFETT award by the Association at the International Woman’s Day Function 2015

Throughout her impressive career, she has proven successful at developing cultures of collaboration, and implementing change to affect workforce excellence Ms Joseph St Omer is a passionate champion of policies and laws that advance opportunities for women and girls. This desire to achieve gender parity has also inspired her to advocate for improved childcare solutions in the workplace, the abolishment of child marriage and most recently, the introduction of sexual harassment legislation and a workplace code in Trinidad and Tobago

In 2017 and 2018, she joined the Trinidad and Tobago civil society delegation at the 61st and 62nd sitting of the United Nations Commission on the Status of Women, held in New York

She is the holder of a Master’s of Business Administration with Distinction, specializing in Human Resources Management, from the Arthur Lok Jack Graduate School of Business; a Bachelor of Science Degree in Economics and Law (Double Major); Diploma in Labour Laws and earned her international certification with the Society for Human Resource Management

STEDMAN GRAHAM

Chairman and CEO, S Graham and Associates

Stedman Graham is an internationally acclaimed business advisor, educator, speaker, New York Times and Wall Street Journal bestseller and CEO of S. Graham and Associates a management and marketing consulting firm

Graham conducts training programs for corporations and educational organizations worldwide as a sought after leadership expert His well known and proven Nine Step Success Process® is based on the principle that it doesn't matter how the world defines you. His insight on this topic has led him to conduct leadership programs in The Netherlands, Germany, China, Canada, the UK, Bermuda, and South Africa. Graham has a coveted client portfolio that includes Gulfstream, Aerospace, Microsoft, Deloitte, Wells Fargo, Lenovo, General Dynamics, and the US Department of Labor and Education.

Apart from his work with S. Graham and Associates, Graham is honored as a distinguished visiting professor at colleges and universities throughout the United States He is a former adjunct professor at the Northwestern Kellogg School of Business He serves on several boards and has received numerous awards

Graham also is incredibly dedicated to youth and the community. His New York Times bestseller, Teens Can Make it Happen, has become a program utilized in numerous middle and high schools in the US and abroad.

To add to his embellished curriculum vitae, Graham holds a Bachelor's Degree in Social Work from Hardin Simmons University and a Masters's Degree in Education from Ball State University. He also has three honorary Doctorates.

As an internationally renowned leadership expert, we ’ re ecstatic to have Graham at the Leadership Conference, as he speaks on “Idendity Leadership ”

THEDYNAMIC LEADER/IDENTITYLEADERSHIP

DISRUPTIVE

and Disrupting Leadership in the “Polycrisis” World

By Dr. Luz Longsworth Dr Luz Longsworth Higher Education, Leadership and Management Specialist November, 2022

In her recent speech at the 20th Annual Nelson Mandela Lecture in South Africa, The Most Honorable Mia Mottley, Prime Minister of Barbados, spoke of the new world of “polycrisis” that we have entered in this century. After two and a half years of lockdown and frantic attempts to stem the effects of the COVID 19 pandemic, and just when it looked like we were slowly waking up from our long sleep, along came the Ukraine-Russian crisis. Then for so many nations and businesses the Climate Crisis has meant more intense hurricanes and floods, fires, high energy costs, high inflation, all of which have had negative effects on economies and businesses. In this environment, re-defining how to lead amidst constant disruption has to be at the forefront of every leader’s agenda.

Again, it was Prime Minister Mottley who asked the leaders at the Glasgow 2021 Climate Change Summit : “WHEN will our leaders lead?”. In addition to the WHEN it is now urgent that we interrogate HOW our leaders will lead in this environment of “polycrisis”. How will leaders re-define themselves to rise to the challenges that face the economies in which they operate?

How will leaders re-define their leadership of a new generation that has new skillsets, ideas, and aspirations? How will we as Caribbean leaders disrupt our own paradigms of leadership to respond to both our local and global challenges?

For too long our conceptualization of WHO a leader is has been shaped by outdated prototypes of the strong, charismatic, know- itall, lead from the front kind of guy and indeed it is usually a male. Even recent experiments show that when asked to pick the leader who has led the organization to successful performance, college students would choose the male figure over the female figure. Yet, emerging from the pandemic, several studies have shown that the leadership skillsets that have been most successful in navigating the crisis are the ones that focus on the people of the organization, the supposed “soft skills”. In an article entitled “Why Empathy is Key to Effective Leadership”, Yong Kim a member of the Forbes Business Council stated:

It is this state of uncertainty that requires leaders to focus more on the skillsets that will make our organizations successful and re-defining our old notions of leadership. Here in the Caribbean, many of our key industries are seeing tremendous shortages of human resources willing (and able) to fill the gap created during the pandemic. The reason is that we are seeing a tectonic shift in power relationships in organizations. The phenomenon that has been called “the great resignation” or “quiet quitting” since the pandemic shows that the employer’s leverage has been severely challenged.

As a company grows, its CEO must constantly redefine their role, level up and ensure they grow at a faster rate than the company Empathy in the workplace has always been a critical skill for leaders, but it is now taking on a new level of meaning and priority as we enter year three of the pandemic and face unprecedented global challenges that cause us to live in a state of uncertainty.

From airline pilots to corporate executives, from Software engineers to supermarket shelf stockers and people at all levels have decided to exit the traditional organization and to use their talents otherwise. In the Caribbean, we are also further affected by the “great migration”. As opportunities open in North America and Europe for trained professionals in education, health, and services, our young people are seeking their fortunes overseas, leaving a serious labour vacuum in our Caribbean organizations.

Is the solution to these issues simply to train more people or to import the skills we need?

While this traditional approach may solve some of our human resource needs temporarily, I would posit that re-defining how we lead could also help to stem the brain drain and develop organizations that can survive and thrive through the multiple crises that we are facing and will continue to face in this century.

The planet is moving rapidly into Industry 5.0 which, according to Pratik Gauri one of India’s top leaders in social entrepreneurship, will be the first HUMAN LED INDUSTRIAL REVOLUTION. In addition, Industry 5.0 will be about the intersection of profit-oriented business and humanity, purpose, and inclusivity.

So, what kind of leaders will be needed for that disruption in our economies and societies? I propose that what we will need are leaders who will be willing to selfdisrupt and to disrupt their own organizations; leaders who will bend the emphasis away from only technology and profit to a people-centred approach.

Diversity, Equity and Inclusion (DE&I) as well as Environmental, Social and Governance (ESG) frameworks are increasingly becoming the drivers for strategic plans and organizational transformation. While this does not obviate the importance of traditional measures such as EPS (earning per share) or PM ( profit margin), studies show that organizations who commit to these new frameworks are performing higher than those who do not. In a study in 2019 that was presented by the firm Deloitte to the World Economic Forum four typologies of leadership for success in Industry 4.0.

These were:

1)Social Supers. Companies with leaders who identify as Social Supers are also growing more than those who haven’t successfully found the balance between doing good and making a profit.

2) Data-Driven Decisives. Some C-level executives are overcoming challenges by taking methodical, data-focused approaches to strategic decision-making. In the past year, almost half of such organizations generated annual revenue growth of 5%.

3) Disruption Drivers. These leaders understand that investments in disruptive innovations set their organizations apart from competitors. Disruption Drivers’ organizations typically have more defined decision-making processes, and they are more likely to make data-driven decisions with input from diverse sets of stakeholders.

4) Talent Champions. These executives are preparing employees for digital transformation. They are more likely than others to invest in employee retraining for the future of work.

In summary, and to paraphrase Winston Churchill “never let a good polycrisis go to waste”! Caribbean and global leaders need more than ever to re-define what kind of leadership we need to navigate this new dispensation. The focus is clearly shifting to leading people and not just the amorphous concept of leading organizations. With the pandemic, successful leadership skillsets as identified by Yong Kim and Deloitte have moved to what was previously identified as “soft skills” and that is the coming

The Potential and the Possibilities

Globally, despite the pandemic, employee engagement increased This is great news, as it indicates that through it all, employers have prioritized the health and well being of their employees

In their 2021 research, the ITA Group identified three areas of focus for organisations in 2022.

#1: Enrich Culture by Improving Appeal and Authenticity of Mission Vision, and Values Culture is organisation wide and should be viewed in a holistic manner. Employees want to be connected to a purpose bigger than themselves, so promote your mission, vision, and values like a marketer would and communicate your message in an employee centered way Think of them like micro influencers They are critical to spreading your messages across the organization and can explain personally relevant details to their peers that reinforce what your mission, vision, and values mean to different job functions, departments, and even individuals.

#2: Embrace Tenure Driven Engagement Slumps Slumps are a reality, but they can be circumvented The research stated that the reality slump is highest among employees who have been employed between 1 2 years They also noticed a new trend in slumps among those with 11 19 years of service. 1 2 Years Tenure: when employees with 1 2 years of service see that you are genuinely interested in their development and retention, they are more likely to remain engaged and less likely to leave. To keep your employees, show them that their work matter at both the macro and micro level; while this is important for all employees, it becomes especially important for employees with 1 2 years of

service

Judy McCutcheon MSC., MBA

11 19 Years Tenure: employees within this tenure range are generally viewed as the stable ones in the organisation They are most likely very strong in their role or area of expertise. However, and most importantly they know how to navigate the organisation and if/when they leave, making up for that lost knowledge could be difficult The research also found this particular slump disproportionately impacts women It was found that women were affected deeply on an emotional level, causing them to feel less energized and spent more time feeling agitated, restless, weary, withdrawn, and bad. It’s important to unearth individual needs to support this group efficiently and effectively No matter what underlying causes you identify, know that this segment has been through a lot Professionally, personally, and emotionally, it’s critical you find a way to hear the needs of this segment of your employee population.

11 19 Years Tenure: employees within this tenure range are generally viewed as the stable ones in the organisation. They are most likely very strong in their role or area of expertise.

However, and most importantly they know how to navigate the organisation and if/when they leave, making up for that lost knowledge could be difficult The research also found this particular slump disproportionately impacts women. It was found that women were affected deeply on an emotional level, causing them to feel less energized and spent more time feeling agitated, restless, weary, withdrawn, and bad It’s important to unearth individual needs to support this group efficiently and effectively No matter what underlying causes you identify, know that this segment has been through a lot. Professionally, personally, and emotionally, it’s critical you find a way to hear the needs of this segment of your employee population

#

3: Keep Enhancing Current Engagement Initiatives

The pandemic has been incredibly challenging in many ways, but it also provided a much needed nudge for many leaders to modernize sub standard legacy programs Thee six most important types of initiatives a company should offer to nurture the psychological benefits.

These include:

Internal company communications and awareness

building strategies

Company sponsored events and activities

Recognition programs

Incentive programs

Skills development programs

Wellness programs (physical + emotional + financial)

When employees are more satisfied with engagement initiatives, they are also more satisfied with their organisation overall. Keep evolving your programs into something employees actually like, which will lead to improved satisfaction, increased willingness to promote your brand and an enhanced belief your company cares about them

Pearson, Disruptive Leadership: Four Simple Steps to Creating the Winning Team”

“Leaders see the opportunities beyond what's done to what's possible.”

Sharon

Motivational Journal

by Judy McCutcheon