AE Leadership

Consulting, Education and Coaching in Leadership, Strategy, Innovation and Entrepreneurship, AE Leadership was founded in 2012 by Morten Kriek and provides measurable improvement of leadership and management skills of top-executives.

Together with some of the world’s leading universities and business schools we help organisations to reduce their costs and increase revenue through sustainable capacity building. This includes consulting, training, coaching, surveys, executive education and networking. 26/01/2015

AE Leadership

Innovation in Financial Services

A unique program based on recent research I did whilst at Yale School of Management, combined with the latest tools and methods in innovation from leading business schools such as Columbia Business School and Tuck School of Business at Dartmouth.

Currently planning dates for February. Only 16 places available. What can you expect?

- Success Stories in Mobile Banking/Mobile Payments Across Countries
- Why Do Good Innovations Fail?
- How to Create an Innovation Culture
- Innovation Without Budgets
- The Eco-system for Successful Product Launch

When you are interested in attending this program, please contact me.

Morten Kriek
[email protected] Executive Training and Coaching 04/11/2014

Social Networks Foster Focused Corporate Mindset | Tuck School of Business

Leveraging Social Networks to Drive Collaboration and Improve Ex*****on @TuckExecEd #tuckrocks #leadership Network survey data can be used by human resources professionals to understand and improve collaboration across the organization, foster a “one-company” mindset, and leverage the strengths of different divisions and departments to drive innovation. 31/10/2014

Why your next corporate rival isn't on your radar

Why your next corporate rival isn’t on your radar @rgmcgrath @Columbia_Biz #leadership Rapid and disruptive change is a key feature of the environment facing companies today. This is causing many executives to re-examine their traditional view of competitive advantage.


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Organizational leaders must focus not only on prohibitions, but also on prescriptions. @PositiveOrg #leadership 28/10/2014

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Ukrainian Leadership Summit | 2-3 October 2014 | Kyiv

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Check the website ( for more details. Registration you can do here: This is the #1 event for Top Executives working in or with Ukraine. We have invited the best experts from the world's top universities and business schools to talk to you about the the latest research, methods and tools in leadership to make you a more effective leader. We will also discuss geopolit… 07/08/2014

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[08/06/14]   Organising an event on Friday 12 September, together with CIS bankers at Buddha Bar, Kiev. Details will follow soon! 09/07/2014

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[04/17/14]   Executive Workshop in Kiev: Positive Leadership by Ross School of Business | University of Michigan

[04/04/14]   Program Update for CIS bankers T10 Forum - 25.04.2014

[03/31/14]   CIS bankers Update

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[10/23/13]   Build the Right Team Behaviors

Even though most management systems focus on individual performance, it’s critical to reward and recognize your team collectively. As a team manager, support the right group behaviors by:

Encouraging collaboration. Talk about your people as a team, not as a set of individuals. Instead of talking about individuals’ contributions, praise the common behaviors that contribute to the team’s overall success.

Evaluating team performance. Every six months or so, take a close look at the group’s progress. Don’t mention individuals in this appraisal but focus on what the team has done—and can do—together.

Using rewards. If you are able, tie a portion of your organization’s discretionary compensation to team performance. If you don’t control the purse strings, try recognizing your team’s hard work in a public way—through a departmental email or even displaying their picture in a common space—or giving them exposure to senior leaders.

(Adapted from “How to Reward Your Stellar Team,” by Amy Gallo)

[10/23/13]   Be Yourself, but Don’t Overshare

A rise in team-based workplaces has heightened the demand for managers who are “authentic” and “instantly intimate.” But sharing your thoughts, feelings, and experiences at work can sometimes backfire. Here are a few pointers for effective—and authentic—self-disclosure:

Consider relevance. Before sharing personal information, ask yourself if it’s germane to the situation. Make sure it contributes to the overall goal of building trust and engendering better collaboration.

Understand the context. Some societies are more inclined than others to disclose personal information. Investigate regional and organizational norms about sharing so that you’ll know when it’s best to keep quiet.

Delay or avoid very personal disclosures. In some workplaces, you will eventually find it safe and helpful to share; in others you’ll realize it’s unwise to do so.

(Adapted from “Be Yourself, but Carefully,” by Lisa Rosh and Lynn Offermann)

[10/23/13]   Don’t Put Off Tough Decisions

When it comes to organizational change, making big decisions is cognitively and emotionally taxing. But when team leaders fail to decide which old directions need to be sacrificed in service of the new direction, the tradeoff doesn’t magically disappear – it simply slides down the ladder. Trickle-down tradeoffs create two major problems for change efforts:

Team misalignment: When a team leader avoids the discomfort of deciding priorities, each team member has to decide what her priorities are – and it’s highly unlikely that everyone will independently arrive at the same conclusions.

Poor judgment: Making tradeoffs depletes our overall mental capacity. When your team has to spend a long morning making the tradeoffs that leaders haven’t, it easily leads to long afternoons of making poor choices for their customers, their workloads, and their budgets.

(Adapted from “To Move Ahead You Have to Know What to Leave Behind,” by Nick Tasler)

[10/23/13]   Use This Test Before Connecting With Someone on LinkedIn

Even committed LinkedIn users can be uncertain of which connection requests to accept or extend. It’s possible to connect to almost anyone—but that doesn’t mean you should. Instead, think about the two-way quality of your relationships. Use a filter to help you connect to those people who will be able to help you, or whom you would be willing to help. Try the “favor test”: Would you do a favor for this person, or ask a favor of them? If so, make the connection. If not, take a pass. If you're consistent in applying the favor test and selective about which connections you initiate and accept, you can tap LinkedIn’s power as an introduction machine: an address book in which all the entries can see and connect with one another, and a network that’s efficient in supporting your professional goals.

(Adapted from “Should I Accept that LinkedIn Invitation?” by Alexandra Samuel)

[10/23/13]   Lower Resistance by Listening

When you encounter opposition to an idea or suggestion, you can strong-arm your challenger into getting what you want, or you can reinforce your relationship by listening. When you coerce an employee into doing something – even if he complies with your demands – his initial resistance will fester over time and may come back to bite you later.

When someone doesn't agree with you, it’s natural to repeat yourself, often more loudly. Instead, if you are getting pushback, listen. Repeat back what you've heard to make sure you truly understand what the other person means. When you stop trying to convince someone and instead focus on listening to his point of view and respecting it, his resistance will often disappear.

(Adapted from “Practical Tips for Overcoming Resistance,” by Mark Goulston)

[10/23/13]   Make Good Decisions Faster

A simple approach can help replace your slow deliberations with fast decisions. Try this framework:

Know your ultimate objective. The biggest hurdle to fast decisions is criteria overload. Of the seven or eight possible objectives you would love to meet, which one or two will make the biggest impact? Consider which stakeholder you least want to disappoint—which goal would they care about most?

Get a second opinion. Asking one other person can broaden your frame of reference and help eliminate judgment errors. Plus, the act of explaining your situation anew often gives you fresh insights.

Do something. Select one option while letting go of all the other "good" ones. No amount of deliberation can guarantee that you have identified the "right" option, but remember: The purpose of a decision is not choose perfectly, but to get you to the next decision.

(Adapted from “Make Good Decisions Faster,” by Nick Tasler)

[10/23/13]   Know When to Coach and When to Teach

To develop your employees’ skills, evaluate the situation before choosing an approach. Are you working with someone who’s inexperienced or a colleague who requires immediate improvement? If so, you’ll want to take a directive approach and teach, showing or telling her what to do—give clear instructions, answer questions, or have her shadow you on a project so she can learn by observing.

Otherwise, you’re probably better off with a more supportive approach; coach by asking questions that prompt her to think and solve problems, rather than just doling out advice. Use the moment as an interactive opportunity to discover and create new solutions. When coaching, ask more than you tell—aim for a ratio of about 4:1. If you flip that ratio, you’re teaching.

(Adapted from the HBR Guide to Coaching Your Employees)

[10/23/13]   Ignite Employee Engagement

Recent research from Gallup shows that engagement among US workers is holding steady at a scant 30%. Employee engagement is linked to profitability, customer satisfaction, and turnover – but it’s not simple to address. Here are some pointers:

Find out what engages your employees. Instead of focusing on why engagement is low, figure out what’s already working and find ways to replicate it. Help others model what the most engaged individuals and teams do.

Encourage grassroots engagement. You can’t mandate passion for the work. Instead, ignite it by empowering your people to share stories, exchange ideas, and disseminate best practices.

Recognize a moving target. Enthusiasm can’t be assessed just once; it fluctuates with changing circumstances. To keep your organization engaged, you must remain engaged yourself and check in often on its progress.

(Adapted from “Disengaged Employees? Do Something About It,” by Susan David)

[10/23/13]   Three Ways to Deal with a Passive-Aggressive Colleague

It can be incredibly frustrating when a co-worker agrees with a plan of action, only to go off and do his own thing. This type of sabotage is all too common and can make it difficult to achieve your goals. When you have a co-worker who says one thing and does another, try this:

Give feedback. Explain to your co-worker what you're seeing and experiencing. Describe the impact of his behavior on you and provide suggestions for how he might change.

Focus on work, not the person. You need to get the work done despite your peer's style, so don't waste time wishing he would change. Concentrate on completing the work instead.

Ask for commitment. At the end of a meeting ask everyone (not just the troublemaker) to reiterate what they are going to do and by when. Sometimes peer pressure can keep even the most passive-aggressive person on task.

(Adapted from "How to Deal With a Passive-Aggressive Peer" by Amy Jen Su and Muriel Maignan Wilkins)

[10/23/13]   Use Constraint to Instigate Innovation

Scarcity seems to have replaced necessity as the mother of invention in today's organizations. Far too many managers believe that depriving projects of resources will inspire innovation. While that's true sometimes, you're better off using constraints rather than starvation. The human brain reacts to stimuli, so while a blank sheet can terrify, one or two constraints can stimulate. Experiment with introducing a clearly defined problem and an urgent need. But, don't create false urgency by refusing to fund a project. The team you are asking to innovate shouldn't have to waste its creative energy scrambling to find resources.

(Adapted from "Necessity, not Scarcity, is the Mother of Invention" by Teresa Amabile and Steve Kramer)

[10/23/13]   Convince Others to Embrace Risk

The recession caused people to focus on what they had to lose, rather than what they had to gain. But without some risk-taking, there is no innovation or growth for your company. To help others embrace risk, pitch ideas in their terms. Show them the horrible mistake they'll avoid by seizing your forward-thinking idea. Position it not as getting out in front, but as not being left behind. People nowadays won't rock the boat unless you show them it's going to rock anyway.

(Adapted from "Getting Others to Embrace Risk" by Heidi Grant Halvorson)



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