- Classroom Training
- Virtual Training
8 - 12
Why do we not notice hazardous situations? Behind every accident there are many contributing factors, causes and sub-causes. Our perceptions misguide us. It is easy to miss something you are not looking for… especially if it reflects the prevailing company culture. So our job is to raise awareness and deal with these risks.
As an objective beyond the frames of the usual safety training, we have set the shaping of the organization’s culture by helping participants admit that the safety rules are for them and not against them. Our programme changes the attitude of employees towards labour safety and establishes an analysis and risk management activity planning system. The course leads to creating conditions that minimize the risk of error and educates people to think and act in a manner that they proactively prevent issues instead of just fixing them.
After processing “near miss” case studies, participants receive actual accident prevention methods for handling unexpected (emergency) situations. At the close of the program, they make individual voluntary commitments for increasing the safety of their immediate work environment in 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.