CONFERENCE SPEAKERS
£5K TO £10K
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TOPICS
Change Management, Transformational Leadership
SPEECH TITLES
Leadership Behaviour
Managing Change under Pressure
Inspiring Trust
Leadership in Challenging Times
BIOGRAPHY
Eliza Manningham-Buller headed Britain's Security Service (MI5) from 2002 to 2007, leading the organisation though substantial change in the wake of 9/11 and the growing threat from Al-Qaeda. During her time at the helm MI5 doubled in size, opened eight new offices and altered its approach to the professional development of staff with the establishment of a training academy.
Earlier in her career, Eliza led the Service's investigation into the Lockerbie bombing. She served in Washington during the first Gulf war, returning to establish MI5's intelligence effort against the Provisional IRA in mainland Britain. She joined the board and assumed lead responsibility for work on Irish terrorism, surveillance, technical collection, finance and IT before becoming Deputy Director General in charge of intelligence operations.
In her presentations Eliza draws on her experience in the most demanding of environments to stress the need for leaders in any walk of life to engage in frank dialogue and invite criticism. Do not try to be something you're not, take responsibility for your team and remember that praising people takes seconds and can make an enormous difference. And remember that humour can be found even in the most awful situations.
Eliza Manningham-Buller is now a cross-bench Peer and a Governor of the Wellcome Trust.
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EXTRACT FROM JLA SPEAKERS BREAKFAST
In any organisation the greatest challenges must come from within - we must be very critical of ourselves. It is acutely important to encourage challenging feedback. The most valuable people in my team were those who would tell me when they thought I was wrong.
Communication is key. The best way to help people manage in difficult times is through frankness. In this career you don't know what you will be faced with tomorrow, despite your best endeavours. For staff this can be exciting and engage their passion, it can also be enormously unnerving. It is important to face uncertainty and ambiguity head-on.
For us the prioritisation issues were acute. Given that we were dealing with terrorism that was a pretty sharp reality to be up against. I felt to get my staff through it I had to give the message that I would take responsibility.
A lot of leaders say our people are our most important asset, but I'm not sure how many act as though they really believe it. Thanking people, praising and valuing them, particularly when you can't put their pay up, might take you thirty seconds, but will make all the difference to them.
Many people can be good leaders in tough times, but there is no point in trying to be something you are not. Play to your strengths, and be yourself.
Above all, it is still important to laugh and see humour even in the most awful situations.
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