Programs

Examples of Leadership Programs developed for Corporate Clients

• Leadership E.D.G.E.
  
  Leaders have three essential roles in relation to the people they lead: to challenge, to build confidence, and to coach. The ultimate leader is one who is willing to develop people to the point that they eventually surpass him or her in knowledge and ability. Changing people's behaviour is less about intellectual learning than it is about blasting them loose from self-imposed boundaries, especially for those they lead. Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens, people feel centered and that gives their work meaning. Our program utilizes an "inside-outside" strategy.   That is, we include self-assessment, 360⁰ assessment, the essentials on developing & managing teams, and coaching for continuously improved performance.   As a minimum, the primary responsibilities of a competent and successful leader manager are to build workers’ skills, maintain/improve productivity, develop a good work environment conducive to goal attainment and advancement, and re-enforce the vision/mission and values of the organization.  Recognizing that the behaviour of a manager sets the tone for the organization, the primary goal of our Leadership E.D.G.E. program is to provide participants with the skills and knowledge required to 'lead effectively in a diverse and dynamic government environment'.Our program contains a unique balance between "getting the job done" with "developing people".   This is based on the notion, and backed with research, that our most successful leaders know how to do both.  Hence we utilize the Managerial Effectiveness Profile Systems (MEPS), which is the primary 360⁰ instrument, to assess the participant's understanding of 14 key management skills.In addition to the conventional challenges of all managers, those in government often have increased pressure brought on by: the political realities, general public attitudes and managing their union & non-union staff.  Our development strategy can be summed up as follows: “Managers will take control and be accountable for their own skills and knowledge development through participating in self-development, co-explorational learning and facilitated workshop sessions.”