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CLS Fellows:
Further details

  1. Fellows are required to participate in performance audits and peer reviews as a prerequisite for annual renewal of Fellowship.
  2. Fellows are required to remain at the leading edge of their discipline and to participate in continuing professional development activities sponsored by the CLS.
  3. CLS Consulting Services is positioned as a niche consultancy, concerned exclusively with leadership issues, at the premium end of the market. Its preoccupation is with world class delivery of authentic solutions, without the pressures associated with leverage or cross-selling.
  4. The competitive advantage of CLS Consulting Services is the demonstrable professionalism, the maturity and the depth of capability of the Fellows. In distinguishing between consulting to leadership, and consulting on leadership, Fellows are able to demonstrate, convincingly, the highest credential in both.
  5. Fellows are deemed to be employees of CLS for the duration of assignments. Consulting fees are based on daily rates, or project-specific, fixed fees.
  6. CLS does not commit to pre-determined utilisation of Fellows; this is dependent upon opportunities generated by both parties, and patterns of resourcing.
  7. Admission to Fellowship offers successful professionals many benefits: for example, a privileged relationship with the Centre, being part of an exclusive cadre of similarly placed professional colleagues, the opportunity to participate in challenging consulting assignments with world class colleagues, the status and recognition bestowed by Fellowship, and a highly customised CPD programme and calendar of events.
  8. For the University, CLS Fellows removes several of the common impediments to university consulting activities: lack of resources available to focus on non-teaching or research priorities, achieving the appropriate level of responsiveness to client approaches, and the challenge of proactive marketing and outreach.

The following consulting assignments are seen as examples of those for which CLS Fellows would be particularly well-placed to undertake:

  • Identifying a cadre of high potential employees to support Company X's envisaged M&A initiatives following de-mutualisation. Thereafter the design and facilitation of a individually tailored personal development programme for members of this group.
  • Determining new leadership imperatives and development priorities likely to confront managers in operating the new generation of teaching hospitals being constructed under PFI initiatives and to design and deliver programmes for senior executives to address these needs.
  • Assessing the likelihood of an existing leadership team in a media company to implement effectively the strategic rationale underpinning their acquisition by a venture capital company. Further to identify the leadership and organisational conditions required to deliver synergies with other related investments. (Jointly with Centre for Finance and Investment.)
  • Assisting the owner and CEO of a medium sized but nationally successful M&E services company to locate and select a new managing director, thereby enabling him to assume the position of non-executive chairman. Concurrently with this, to create within the business a culture that is less unequivocally dependent on him, and to instil in his management team the confidence to grow the company.