Events

Entrepreneurial Leadership: Developing a Growth Mindset

Thought Leadership Workshop and Networking Event with IBEM.

Event date: 3 April 2025Event time: 6.00 - 9.30PM

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Event location: St. Martin's Court 10 Paternoster Row London EC4M 7EJ

Please join us for an exclusive roundtable workshop and networking event focused on entrepreneurial leadership. Presented by Geoff Hudson-Searle and Douglas E Lines from IBEM this is a unique opportunity to connect with like-minded professionals, exchange ideas, and gain practical insights into fostering a growth mindset.

What is Entrepreneurial Leadership and why is it important?

There has been much discussion around transformation and innovation that explores new horizons and potentially disrupts business models, and whether this requires an entrepreneurial mindset.

‘’Entrepreneurial Leadership’’ is a mindset that emphasizes the strategic management of risk/opportunities and fast changing ecosystems. Entrepreneurial leaders look for new opportunities and ways to innovate as individuals and as part of a team. These qualities often contrast with traditional leadership methodologies that emphasize following processes and procedures in an orderly, predictable way to minimize risk.

Leaders need to harness the power of relationships, put people first, enabling them to take on and solve daunting challenges enabled by a mindset that turns problems into opportunities that creates economic and social benefit.

Passion for ownership and collaboration, thriving in uncertainty, relentless optimism about the future, deeply inquisitive, open to new experiences and unique skills of persuasion are powerful mindsets and beliefs demonstrated by entrepreneurial leaders. The best entrepreneurial leaders are good at experimenting, learning and iterating that unleashes an ability to unlearn and relearn at an increasingly faster rate.

A vision led values-based leader is one that has a very clear view on purpose, vision and mission of the organisation that aligns to a “True North” and importantly leads by example in building trust within and external to the organisation. Typically, these leaders have a very strong combination of EQ/DQ/IQ coupled with a strong sense of curiosity and desire to continuously learn.

A growth mindset starts with deeply appreciating the changing context of the internal and external operating environment that unlocks adjacent opportunities. Having a deep understanding of the business’s currents core assets and capabilities equally allow for the identification of new innovation opportunities.

A curious mind always challenges the ability to ask deeply refined questions and to listen carefully to responses from customers and other ecosystem players, a technique which has proven to be highly successful in uncovering unmet customer needs and new opportunity spaces. Design thinking is human centered empathy led approach to solving pain points and in many ways is an untapped opportunity for many business innovations, both in technology as well as non-technology driven businesses.

Trust matters because it is a prerequisite for collaboration. To trust means to make oneself vulnerable to the actions of others because one believes in their good intentions and their ability to turn these intentions into outcomes. Opinion surveys suggest that this readiness is waning – or at least unevenly distributed: trust in small businesses is still very high, but big businesses are hardly trusted.

And, while Big Tech is still leading sectoral trust rankings, it seems to be jeopardising its pole position. Over the last months, consumers learned that Amazon, Apple, Facebook, Google and Microsoft listened in on users’ voice commands, that a Google outage locked users out of their homes and disabled baby monitors, and that Boeing outsourced software for its 737 Max to $9-an-hour engineers.

Trust is the operating system of successful societies. Its erosion in the face of unprecedented levels of corporate power and a perceived surge of intended and unintended corporate wrongdoings gave rise to a new ecosystem of trust champions, brokers, platforms and architects. Market leaders need to tap into this ecosystem to make sure they don’t jeopardise their competitive edge by losing their public’s faith; smaller actors may enjoy greater societal trust but face the mammoth challenge of converting their trust advantage into a competitive advantage.

But the game of trust is not a zero-sum game. Trust is not a resource that is depleted with use. It is a muscle that gets stronger with exercise. The trust crisis is thus a trust opportunity, too; an opportunity to build an operating system for more cohesive and sustainable societies.

Trust is one of the most vital forms of capital a leader has today. Amid economic turbulence and global uncertainty, people are increasingly turning to their employers and business leaders as a source of truth, rather than their institutions and government officials. Trust, which can be defined as a belief in the abilities, integrity, and character of another person, is often thought of as something that personal relationships are built on.

No heroic leader can resolve the complex challenges we face today. To address the important issues of our time we need a fundamental change of perspective. We need to start questioning many of our taken for granted assumptions about our business and social environment.

We hope that you can join us. Places are limited so early registration is encouraged.

More on IBEM.

Register for this event

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Event date: 3 April 2025Event time: 6.00 - 9.30PMEvent location: St. Martin's Court 10 Paternoster Row London EC4M 7EJ



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    Entrepreneurial Leadership: Developing a Growth Mindset

    Thought Leadership Workshop and Networking Event with IBEM.

    Event date: 3 April 2025   Event time: 6.00 - 9.30PM

    Event location: St. Martin's Court 10 Paternoster Row London EC4M 7EJ

    Associated sectors / services

    • Commercial
    • Corporate

    Contributors

    Please join us for an exclusive roundtable workshop and networking event focused on entrepreneurial leadership. Presented by Geoff Hudson-Searle and Douglas E Lines from IBEM this is a unique opportunity to connect with like-minded professionals, exchange ideas, and gain practical insights into fostering a growth mindset.

    What is Entrepreneurial Leadership and why is it important?

    There has been much discussion around transformation and innovation that explores new horizons and potentially disrupts business models, and whether this requires an entrepreneurial mindset.

    ‘’Entrepreneurial Leadership’’ is a mindset that emphasizes the strategic management of risk/opportunities and fast changing ecosystems. Entrepreneurial leaders look for new opportunities and ways to innovate as individuals and as part of a team. These qualities often contrast with traditional leadership methodologies that emphasize following processes and procedures in an orderly, predictable way to minimize risk.

    Leaders need to harness the power of relationships, put people first, enabling them to take on and solve daunting challenges enabled by a mindset that turns problems into opportunities that creates economic and social benefit.

    Passion for ownership and collaboration, thriving in uncertainty, relentless optimism about the future, deeply inquisitive, open to new experiences and unique skills of persuasion are powerful mindsets and beliefs demonstrated by entrepreneurial leaders. The best entrepreneurial leaders are good at experimenting, learning and iterating that unleashes an ability to unlearn and relearn at an increasingly faster rate.

    A vision led values-based leader is one that has a very clear view on purpose, vision and mission of the organisation that aligns to a “True North” and importantly leads by example in building trust within and external to the organisation. Typically, these leaders have a very strong combination of EQ/DQ/IQ coupled with a strong sense of curiosity and desire to continuously learn.

    A growth mindset starts with deeply appreciating the changing context of the internal and external operating environment that unlocks adjacent opportunities. Having a deep understanding of the business’s currents core assets and capabilities equally allow for the identification of new innovation opportunities.

    A curious mind always challenges the ability to ask deeply refined questions and to listen carefully to responses from customers and other ecosystem players, a technique which has proven to be highly successful in uncovering unmet customer needs and new opportunity spaces. Design thinking is human centered empathy led approach to solving pain points and in many ways is an untapped opportunity for many business innovations, both in technology as well as non-technology driven businesses.

    Trust matters because it is a prerequisite for collaboration. To trust means to make oneself vulnerable to the actions of others because one believes in their good intentions and their ability to turn these intentions into outcomes. Opinion surveys suggest that this readiness is waning – or at least unevenly distributed: trust in small businesses is still very high, but big businesses are hardly trusted.

    And, while Big Tech is still leading sectoral trust rankings, it seems to be jeopardising its pole position. Over the last months, consumers learned that Amazon, Apple, Facebook, Google and Microsoft listened in on users’ voice commands, that a Google outage locked users out of their homes and disabled baby monitors, and that Boeing outsourced software for its 737 Max to $9-an-hour engineers.

    Trust is the operating system of successful societies. Its erosion in the face of unprecedented levels of corporate power and a perceived surge of intended and unintended corporate wrongdoings gave rise to a new ecosystem of trust champions, brokers, platforms and architects. Market leaders need to tap into this ecosystem to make sure they don’t jeopardise their competitive edge by losing their public’s faith; smaller actors may enjoy greater societal trust but face the mammoth challenge of converting their trust advantage into a competitive advantage.

    But the game of trust is not a zero-sum game. Trust is not a resource that is depleted with use. It is a muscle that gets stronger with exercise. The trust crisis is thus a trust opportunity, too; an opportunity to build an operating system for more cohesive and sustainable societies.

    Trust is one of the most vital forms of capital a leader has today. Amid economic turbulence and global uncertainty, people are increasingly turning to their employers and business leaders as a source of truth, rather than their institutions and government officials. Trust, which can be defined as a belief in the abilities, integrity, and character of another person, is often thought of as something that personal relationships are built on.

    No heroic leader can resolve the complex challenges we face today. To address the important issues of our time we need a fundamental change of perspective. We need to start questioning many of our taken for granted assumptions about our business and social environment.

    We hope that you can join us. Places are limited so early registration is encouraged.

    More on IBEM.

    Register for this event

    You are registering your interest in: Entrepreneurial Leadership: Developing a Growth Mindset

    Event date: 3 April 2025Event time: 6.00 - 9.30PMEvent location: St. Martin's Court 10 Paternoster Row London EC4M 7EJ

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