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The meaning and perception of courage is pretty ambigous, especially when it comes to business leaders, and it may involve unknown assumptions, expectations or deeply personal fears and perceptions. The biggest question may be whether courage can be learned and developed at all.
Our program approaches leadership courage as a skill that can be developed. Courage, however, isn’t a one-dimensional competence; its complexity is well-described in our Leadership Courage Octagon© model, which on the one hand visualizes the fields where leadership courage can manifest itself, and on the other hand it is also an excellent and practical tool for self-assessment.
The training starts from a thorough and clear understanding of the concept of leadership courage, giving clues for understanding the real meaning of courage and helping people face and cope with fears. During the programme, participants become aware of the 8 fields in which courage can manifest itself in a leader’s work and also discover the role and importance of Psychological Safety at company. Pragmatically, on the course company’s leaders will take the first steps to creating a Courage Culture at company.
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Climate change, natural disasters, energy crisis. We can feel them in our skin. What can we do? Is there anything we can do to mitigate these negative impacts?
“Your brand is what other people say about you when you are not in the room,” says Jeff Bezos. Self-awareness and defining your leadership role as a female leader is paramount. But self-awareness is not enough, we also need to define how we present ourselves to the world. Personal brand is key for anyone who wants to be successful in their field. Women leaders also need to consciously build and develop their personal brand.
The recent reality is not short of challenges. Constant change, uncertainty, rapid adaptation, and dealing with unexpected situations can overwhelm us very quickly if we don’t take care of one of our most important resources – our emotions.
The groundbreaking research of Shirzad Chamine and his concept of Positive Intelligence is the foundation of this program. It encourages participants to take an inward journey and realize who those internal saboteurs are who hinder their progress.
Over the past period, remote work and online communication have become the new routine in the lives of many teams. This virtual distance brought a new set of challenges not only in how to successfully operate, but also in how to maintain team spirit, the feeling of togetherness, and improve collaboration&communication.
We are living in a world of digital revolution. Organizations, teams and people are connected more than ever before. We can love or hate the changes the technological explosion is generating in our life, but avoiding them is impossible.
Numerous studies show that diverse teams – in case they are managed well – perform better than homogeneous ones. Social groups are increasingly making their voices heard and there are more opportunities for social injustices to be addressed. So everything is going in the right direction. Or is it not?
Many leaders assume engagement is a task for top management and HR. But is engagement something that you can only influence from the top? What is the responsibility and opportunity of direct supervisors, middle management, and even employees in enhancing engagement?
All of us are parts of different teams, and our success is highly determined by the members of these teams. Our specific Insights-based program focuses not only on development of the individuals, but also on the common development of the team.