Professor Ian C. Woodward specializes in Leadership and Communication. He lectures in a range of INSEAD programs and is Director of its flagship Advanced Management Programme as well as Leadership Communication with Impact. He was the Co-Program Director for the INSEAD Master of Finance degree. He also lectures and consults in leadership and management practice for high performance, as well as leadership and strategic development in organizations as diverse as financial and professional services, utilities, energy, and the public sector. He was guest faculty at leading international business schools including Associate Faculty Director for Columbia Business School’s Senior Executive Program.
Ian brings a unique combination of global business, government, communication, and arts experience to executive education. His business career includes Board Directorships, Chief Executive, Senior Executive, and Executive Consulting roles in financial and energy sector organizations including: The Australian Gas Light Company; Natural Gas Corporation of New Zealand; the Australian Gas Association; Macquarie Bank; and Asian Development Bank. In government, he was the first Australian to serve on the staff of a US Cabinet Secretary (Minister) as well as being Chief of Staff to an Australian State Premier and Minister. From 2005 to 2010 he was a Commissioner of the Australian Energy Market Commission and the inaugural Chairman of the Asia-Pacific Partnership Energy Regulatory and Market Development Forum. He was a Board member of The Gas Company of Hawaii. He is also the Associate Conductor of Singapore’s Metropolitan Festival Orchestra.
He is the co-author of the books: The Phoenix Encounter Method: Lead like your Business is on Fire! and Exploring Leadership Drivers and Blockers.
Developing exceptional communication proficiency in leaders is a particular passion. Ian developed the concept of “communication intelligence” in leadership communication. He designed the Communication Preference Styles Survey (CPSS) as a development tool to assist leaders to become more aware and effective communicators. In parallel with his business career before academia, he designed and delivered courses in effective leadership and communication around the world, as well delivering major keynote conference speeches and media appearances. He was Chairman and broadcaster on Sydney’s classical music radio station and co-produced a special series of Deutsche Grammophon recordings dedicated to the legacy of conductor Arthur Fiedler. He also combines leadership development with the arts through innovative learning experiences using orchestras and musicians. His recent published research includes articles in the Sloan Management Review, Journal of International Management, and Australian Communication Journal.
Ian is an alumni of the University of New South Wales, the Australian Graduate School of Management, Macquarie Graduate School of Management; University of New England, and Columbia Business School.
The Altitudes for Future Leadership
• The Leadership Journey and Context.
Leadership is a journey, not a destination. In the coming two decades, leaders will need to manage volatility, uncertainty, complexity, diversity, and disruption. The trends of change (technology, workplace flexibility, shifting business models, and the like) that were evident before COVID and accelerated by the pandemic, are likely to increase in velocity and scope across all enterprises
• Confronting the three Altitudes of Leadership.
Against the backdrop of accelerating change, leaders need to utilize three distinct altitudes (or levels of leadership thinking). These are 50,000 feet (strategic); 50 feet (tactical) and 5 feet (personal)
• Connecting the three Altitudes of Leadership.
The leader and their teams/organizations need to connect the three altitudes in their decision-making, communication, and actions.
• Avoiding Altitude Sickness.
My research shows a major risk is to spend so much time in one level of thinking and action, that the other altitudes are neglected. This leads to significant problems such as lack of innovation or over innovation; over execution or under execution; and lack of people development for future needs.
• Building the Leadership Agenda.
One way to navigate the opportunities and challenges ahead is to create an agenda for development – at the personal, team, and organizational levels. This agenda must be future-facing, anticipating trends of change – and building work at all three leadership altitudes.
