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Developing Leader

TGA+HRM.

IGNITE PERFORMANCE WITH CAREER CONVERSATION 
For First-Time Manager . Senior Manager . HODs . Senior Leader

One of the top reasons employees leave an organization is the perception there is no more room for career growth, therefore, looking out of the organization is the only option. Leadership today need to take a different shift of perspective to talented contributors who are the key ingredient to an organization success. A study by Glassdoor discovered that across all income level, the top predictor of workplace satisfaction is not salary: It is the culture and value of the organization, followed closely by the quality of senior leadership and finally career opportunities at the company.
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CALIBRATE YOUR LEADERSHIP INFLUENCE
For Senior Manager . HODs . Senior Leader

This program focuses on how leaders can calibrate their leadership behavior to multiply their influence and performance by first looking within themselves – To move forward is to look within. Only after the leader achieved likability should they focus on displaying competence, an equally critical characteristic. And one of the pressing question is how does a leader or anyone influence change within their company?

As leaders, we are human just like everyone else. We have blind-spots of behavior –  behavior that we are not even sure why they exist. The very answer for leaders to multiply their influence lies in the blind-spots. That is, to increase influence – look for the behavioral blind spots.

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ACTIVATING THE HUMAN SIDE OF CHANGE 
For First-Time-Manager . Senior Manager . HODs . Senior Leaders

Anyone leading a major transition program must take the time to think through its “story” – what makes it worth undertaking, and to tell the story to the people involved in making the desired change happen, so that their contributions make sense to them as individuals.

An article in McKinsey argue that change success in large organizations depends on persuading hundreds or thousands of groups and individuals to change the way they work, a transformation people will accept only if they can be persuaded to think differently about their jobs. In effect, CEOs must alter the mind-sets of their employees—no easy task.
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