Exploring the Power of Networking for Leadership Development
The leader of the future is a community builder. Their sense of integrity needs to infuse the entire company and influence everything that it does. But it isn’t enough to set a good example – clear communication and building networks inside and outside the organisation are key in this process.
But how to keep the spirit of a community alive during the pandemic? How can the business become a facilitator of these communities? What role does the Learning & Development team play in empowering their organisation’s formal and informal leaders to take ownership of their personal development and build communities?
To explore the power of networking in leadership development globally and in the MEA region, we invited the Financial Times’ Business Education Correspondent Jonathan Moules to interview Sofian Lamali, Global Head of Leadership Development and Executive Succession Planning at SABIC.Watch on Demand
Public Speaker, Industrial/Occupational Psychologist, Professional Coach & Human Capital Expert, Global Head of Leadership Development and Executive Succession Planning at SABIC
Sofian is a global thought and practice leader in the field of Talent Management, Learning & Development and Organization Development.
Driven by a genuine passion for developing people, he is the director of the Gulf Leadership, Talent and Organizational Development council with the Conference Board, a Think Tank that brings together the chief talent, learning and OD officers of the leading gulf private and public organizations.
In addition to that, Sofian is leading the executive talent management and leadership development function at SABIC, a global leader of the chemical industry. He is been recognized for leading a world class global leadership culture transformation journey.
He spends significant part of his time advising multinational and private companies on building human capital for the region.Connect with Sofian Lamali
Business Education Correspondent at the Financial Times
Jonathan Moules has been a writer at the Financial Times since 1999.
His first five years were spent in the newspaper’s New York bureau, where, as technology, media and telecoms news editor, he oversaw coverage of the 1990s dotcom bubble and its aftermath. After returning to London, he became entrepreneurship correspondent, charting the challenges of running fast growing companies and profiling interesting founders.
He has been business education correspondent since September 2014, writing about the business school market globally. Jonathan is an economics graduate from the University of Liverpool.Connect with Jonathan Moules
Vice President MEA, Corporate Partnerships at Headspring
Bassém is a commercial and strategy leader with an entrepreneurial mindset and passion for customer excellence.
With extensive experience in Executive Education, Corporate Learning design and Strategy Execution, Bassém leads the Middle East and Africa region for Headspring and responsible for building and executing the business and marketing strategy driving year on year revenue generation growth, reach and impact.
By leveraging his industry and learning design experience, Bassém’s purpose is to help organisations design a new and more relevant approach to executive development that would be fit for the challenges and business environment of the 21st century.
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