Training courses in Strategic Management in Greater London

The Institute for Educational & Social Equity (IESE) is incredibly proud to announce the accreditation of its Level 7 Diploma in ‘Strategic Leadership, Change & Innovation.

This accreditation from NCFE is recognition of the quality of the programme and of the IESE’s overall commitment to delivering quality educational provision.

This programme centres practice and is suitable for anyone in any industry who is currently a senior leader or for those aspiring to senior leadership roles.

Ground breaking Study by the Institute for Educational & Social Equity (IESE) sheds Light on racism in the Church of England.The Archbishops' Commission for Racial Justice (ACRJ) has released a report that highlights the critical areas where reform is needed, with evidence confirming the existence of both structural and institutional racism within the Church of England.

Perhaps explaining why progression to leadership roles for UKME/GMH clergy is comparably low and why current HR policies and appointment processes seem to confer on bishops unabated power, invariably compounded by the episcopal structure of the Church.

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On 23rd October 2024, staff and leaders at the Institute for Educational & Social Equity, were delighted to host Ms Karah Whitter, Senior Staff Inspector, Quality Assurance, at its office in Huddersfield, West Yorkshire, to explore collaborative opportunities in research and research management.

The National Education Inspectorate (NEI) is responsible for quality assurance in just over 1,000 public primary and secondary schools in Jamaica. Ms Whitter's visit follows a visit to the National Education Inspectorate in June 2024 by IESE Director, Professor Paul Miller.

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The Challenge

To enable capable sales managers to make the transition from manager to business leader. The goal was to develop the leadership and business skills needed to run a team of people balancing performance, behaviours, and profitability.

To deliver this training with an accreditation process, whereby participants can demonstrate personal progress.

The Challenge

To develop the sales management team, who had differing levels of capability and experience, into a cohesive group with a consistent approach to sales leadership. Putting these leadership foundations in place would pave the way for a wider strategic programme that leaders could deliver to their direct reports in order to create a sales force that would be seen as ‘Best in Class’ on a national and international level.

The Challenge

This is a business that manufactures and sells a range of hi-tech and smart watches through high street and online retailers. Customer relationships were managed through a team of account managers who were motivated, committed, and successful.

The business had identified a need to develop customer relationships to ensure business retention and future growth, critical to this would be the account management team been recognised as ‘Business Partners’ collaborating with customer stakeholders to achieve mutually agreed growth targets.

The Challenge

This client is a food manufacturer operating a global business. When TLSA became involved, the client was in the middle of a strategic plan designed to achieve challenging growth objectives.

Leadership development was identified as critical to delivering the growth targets. One of the key challenges was to establish a ‘Sales Director: Executive Sales Leader’ group with the capability and potential to deliver on a country-by-country basis.