Become a member of Ireland's premier management learning and research institute.
Alistair Tosh and Simon Boucher discuss IMI's Diploma in Leadership programme.
Talk to our programme advisors today and see how IMI can transform the way you and your business works.
Email: programmeadvisors@imi.ie
Alistair is a specialist in the area of Management Development and Leadership at the IMI. He has over 10 years experience in training and development and is the Programme Director of the IMI’s High Potential Managers and Newly Appointed Managers programmes. He is also involved in the programme direction of the IMI’s year long Diploma in Management as well as the Executive-Level Leadership and Motivation course.
Alistair has also managed and delivered on numerous custom Executive Education programmes for multi-national companies, such as Nokia Siemens, in the area of Leadership as well as running the Graduate Management programme for the Kerry Group.
Alistair gained his M.B.A. from the University of Ulster having received a B.A. in Accountancy and Finance from Heriot Watt University. He has also completed the Certificate in Training and Continuing Education and the Master Trainer programme and is licensed and certified to administer and facilitate the following personal development instruments:
Prior to joining the Institute Alistair worked as a Senior Training Manager at R&H Training and Consulting, where he managed the Training Operations and worked with clients from a broad range of sectors, including the UCD MBA programme. His consulting experience is in the field of University accreditation where he worked internationally on a number of projects.
Through his work at the Institute, Alistair is responsible for the design and delivery of programmes which enable Managers and Leaders to get the most from themselves and their team. His courses challenge individuals to reach their peak whilst inspiring those they work with to do the same. He has worked with companies such as Bord Gais, PepsiCo, Dell, O2, UBS, and Tourism Ireland in order to develop their people and ensure a tangible change in their work place practices.
Alistair has contributed to the IMI’s textbook of Front Line Management and his principal research interests lie in the topics of leadership and followership.
Empathy, the ‘hardest’ management skill at work…
Just over a week ago I was sitting in the panel of the IMI Diploma in Leadership audit presentations, as I heard each manger and executive reporting back on their leadership audit journey I found very interesting how many of them recognised empathy as a critical area for development. In my job as facilitator, empathy is the Read On
Unlocking Organisational Power & Performance – Why emotional intelligence is such a critical competence
Hemingway defined courage as ‘grace under pressure’. The ability to remain calm under pressure is a core competency for leaders and front-line staff. I have worked extensively with hospital registrars for over a decade and, for medical professionals, emotional intelligence is absolutely critical. For example, if there is a medical emergency, the Registrar must remain Read On
Stop managing failure, give performance enhancing feedback…
Working with managers across a wide section of industries and sizes, one of the most common question I hear is: “What is the best way to deal with poor performers?” I now recognise this somewhat negative question as a human impulse that surfaces every time we feel threatened, uncertain or frustrated; our brains are just Read On
The leadership blueprint: what all senior executives can learn from Ireland’s FDI successes
It is through a combination of excellence in strategic thinking and leadership impact that senior managers in Irish operations have continued to win new mandates from their global headquarters. The skills and abilities that generate these management successes are not however relevant only to leaders in multinationals. In an increasingly globalised economy, every senior executive, Read On
Top 5 management consultancy habits to improve your performance
Staying analytical, impartial and open to new ideas can be challenging when you are invested in a role and a business. It’s a shame, but we often find that managers develop a certain valuable clarity on their organisation only when about to leave a role! Don’t leave it until you’re changing roles to get the Read On