Antony Bell
Antony is president/CEO of LeaderDevelopment Inc. (LDI), a company recognized as a thought leader in leadership development and organizational change, with a unique framework that makes sense of the confusing complexity of leadership. Antony's focus is on helping leaders build and strengthen the leadership capacity of their organizations, and as an executive leadership coach, he teaches and advises business leaders in the art and science of leading organizational change. Over the years, he has helped hundreds of professional leaders-all looking for a path to greatness in leadership. He travels internationally speaking on issues of leadership development, coaching, corporate reorganization, and corporate culture renewal, and over the past twenty years, has delivered hundreds of seminars and speeches nationally and internationally. He designs and delivers courses on leadership development and corporate reorganization, and he serves as an adjunct faculty member for the Moore School of Business Executive Education at the University of South Carolina. He is on the faculty of the Treasury Executive Forum (US Department of the Treasury). He writes frequently for business and trade publications including ASTD (American Society for Training and Development), AMA (American Management Association), and Leader to Leader (formerly The Drucker Foundation). He is the author of The Clock Tower (Gordian Publishing House 2007), a story about leadership, and Great Leadership: What It Is and What It Takes in a Complex World (Davies-Black 2006). He is a contributing author to Executive Ethics: Ethical Dilemmas and Challenges for the C-Suite (Information-Age Publishing 2008, edited by Scott Quatro and Ronald Sims). He is the author of an upcoming Bridge Paper on Leadership Development from the Institute of Corporate Ethics, housed at the University of Virginia. He also serves as chairman of the board for the National Institute for Learning Development. In 2010, he co-founded The Business Transitions Institute, an organization dedicated to helping companies successfully navigate ownership transitions.
Antony earned his Bachelors in business and economics from Loughborough University of Technology, a top-ranked British business and engineering school, and his Masters in European Community Law and Business Institutions from the Institute of Higher European Studies at the University of Strasbourg in France.
Antony is president/CEO of LeaderDevelopment Inc. (LDI), a company recognized as a thought leader in leadership development and organizational change, with a unique framework that makes sense of the confusing complexity of leadership. Antony's focus is on helping leaders build and strengthen the leadership capacity of their organizations, and as an executive leadership coach, he teaches and advises business leaders in the art and science of leading organizational change. Over the years, he has helped hundreds of professional leaders-all looking for a path to greatness in leadership. He travels internationally speaking on issues of leadership development, coaching, corporate reorganization, and corporate culture renewal, and over the past twenty years, has delivered hundreds of seminars and speeches nationally and internationally. He designs and delivers courses on leadership development and corporate reorganization, and he serves as an adjunct faculty member for the Moore School of Business Executive Education at the University of South Carolina. He is on the faculty of the Treasury Executive Forum (US Department of the Treasury). He writes frequently for business and trade publications including ASTD (American Society for Training and Development), AMA (American Management Association), and Leader to Leader (formerly The Drucker Foundation). He is the author of The Clock Tower (Gordian Publishing House 2007), a story about leadership, and Great Leadership: What It Is and What It Takes in a Complex World (Davies-Black 2006). He is a contributing author to Executive Ethics: Ethical Dilemmas and Challenges for the C-Suite (Information-Age Publishing 2008, edited by Scott Quatro and Ronald Sims). He is the author of an upcoming Bridge Paper on Leadership Development from the Institute of Corporate Ethics, housed at the University of Virginia. He also serves as chairman of the board for the National Institute for Learning Development. In 2010, he co-founded The Business Transitions Institute, an organization dedicated to helping companies successfully navigate ownership transitions.
Antony earned his Bachelors in business and economics from Loughborough University of Technology, a top-ranked British business and engineering school, and his Masters in European Community Law and Business Institutions from the Institute of Higher European Studies at the University of Strasbourg in France.
Making Sense of Great Leadership - What It Is and How To Exercise It
In any sport, innate talent isn't enough. With the help of a coach, an athlete can break down his or her actions into their components parts-the swing of a batter, the throw of a quarterback, and the serve of a tennis player-and in each case, vastly improving their technique, self-knowledge, and game. A good leader can become a great leader in much the same way.
The problem is that most leaders don't know how to break down their leadership into its...
The Leadership Cube(TM): Why You Need a Three-Dimensional Perspective on Leadership
Much of the confusion over leadership is a confusion over three very distinct dimensions of leadership. The first dimension deals with the organization as a whole (Organizational Leadership): the organization needs to be well led in relation to the external market it operates in. The second dimension deals with the internal functions of the organization (Operational Leadership): the tasks and operations within the organization need to be well led. The third dimension...
The Five Top Concerns of CEOs and Senior Executives: Why Most Miss the Mark
If CEOs and their executive leaders could focus on only five things, what would they be? The research is disturbing . . . most CEOs focus on secondary, not primary issues. In this speech, Bell explores where CEOs and senior leaders focus their efforts, and why they are missing mark. Drawing not only from the research, but also from his own extensive experience coaching hundreds of CEOs and senior executives, Bell responds to the five areas that CEOs erroneously focus on,...
Developing Current and Future Leaders: Getting Them, Developing Them, Keeping Them
If there is one single key factor in creating and sustaining competitive edge, it's recruiting, developing, and retaining great leaders. Leaders are now beginning to acknowledge the importance of developing their leaders, especially in this difficult economic climate, but few have answers to the questions this need raises: (1) Where do we find the future leaders of the particular industry we are in? (2) How do I cultivate leadership in my own company? ...
Self-Awareness as a Leader: Why It Matters and How to Get It
Great leadership is impossible without a deep sense of self-awareness. All great leaders, whatever their context, know and understand, not only their strengths and weaknesses, but also the inner aspirations and motivations that shape and drive their contribution. But such self-awareness is elusive. Few leaders have it. They are walking around with the proverbial spinach in their teeth; they don't know it's there and no one has told them it's there. Those...
Stalling at the Top: What Derails Leaders and What To Do About It
Leaders stall. The question is what do you do when you stall-can you recover, or do you find yourself in an alarming downward tailspin? Over the last few years, we have witnessed plenty of executives who spin out and crash, which tells us something we all know: the higher the altitude, the more turbulent the air currents; there is nothing friendly about the skies leaders fly in today. Given the complexity of the conditions leaders lead in, executive leadership...
