Our Philosophy & Approach
Building Trusted and Relationally Competent Leaders is one of the most important pillars to building a Culture of Trust. Trust is the foundational ingredient to solving business challenges.
Today’s leadership is more burdened than ever to meet prevalent business challenges in this volatile environment. Among the top business challenges today identified by AESC in 2018 are: business growth, disruption and talent retention.
Nurturing a Culture of Trust helps leaders create the environment and practices needed to address these business challenges. A culture of trust is an enabler of culture of excellence, innovation, learning/growth and more, which promote positive business outcomes.
A Culture of Trust helps leaders create the environment which promote positive business outcomes
Relational Leadership competencies are crucial for all leadership levels
In our 11 years as a training consultancy, we have observed among our clients that their business needs and leadership challenges are primarily people-related.
In fact, as a leader advances in seniority, the people side of his responsibilities correspondingly increases. The people issues they handle also become more complex. His ability to motivate his staff and resolve conflicts becomes even more crucial.
As a leader advances in seniority, the people side of his responsibilities correspondingly increases. The people issues they handle also become more complex.
For this reason, relational awareness needs to be a prerequisite to taking on a supervisory role. Before top performers and high potentials are given leadership roles, relational competencies need to be developed to complement their existing functional skills. This sets them up for success.
Relational Leadership Tracks
We designed 4 Relational Leadership tracks that will help achieve the leadership goals of each level of leadership.
Emerging
Leaders
Emerging Leaders
Hi-potential or high performing individual contributors who are not yet people managers
New
Managers
New Managers
Newly promoted leaders who have been in a leadership role for one to two years
Experienced
Managers
Experienced Managers
Individuals who have been leading people for more than 3 years
Senior
Leaders
Senior Leaders
Individuals who are in the C-Suite or senior management team
The leadership goals for the four levels of leaders:
Emerging Leaders
Hi-potential or high performing individual contributors who are not yet people managers
Leadership Goal: To be Credible Influencers
- Be a capable individual and contributing team player
- Develop credibility
- Develop reliability
- Resolve inner conflict
Emerging Leaders
Hi-potential or high performing individual contributors who are not yet people managers
New Managers
Newly promoted leaders who have been in a leadership role for one to two years
Leadership Goal: To be Relational Managers
- Develop reliability
- Develop safety, opening others up to share information
- Resolve relational conflicts between self and others
New Managers
Individuals who have been leading people for less than 3 years
Experienced Managers
Individuals who have been leading people for more than three years
Leadership Goal: To be Confident Leaders
- Develop others-centredness over self-interest
- Resolve conflicts between others and between departments based on principles, not position
Experienced Managers
Individuals who have been leading people for more than 3 years
Senior Leaders
Individuals who are in the C-Suite or senior management team
Leadership Goal: To be Trusted Mentors
- Develop trustworthy leaders who will shape a culture
- Resolve conflicts with stakeholders—the board, customers, suppliers, government entities
- Demonstrate bold and collaborative leadership
- Unleash the power of people to grow the organisation
- Co-own ‘Great Place To Work’ with CHRO
Senior Leaders
Individuals who are in the C-Suite or senior management team
What does a leadership track look like?
Practice and feedback are essential to the learning process. That is why we have designed our leadership tracks to be learning journeys that incorporate experiential programmes, facilitation sessions and executive coaching. Customised assessment tools will also be used to gain insight to each leaders’ individual approach to leadership.
Learners acquire skills in contextualised programmes, immediately followed by a period of application back at the workplace which is supported by executive coaching. This way, the learning is immediately applied with the goal of making it practically useful for each person in their specific work roles.
An example of what a learning journey could look like:
What a Programme looks like
Individual first go through a programme where they acquire relational leadership skills as a group. Depending on the group’s needs, the programme could either be a two-day workshop or a facilitation session.
What Executive Coaching looks like
After which, we will provide executive coaching to the individuals, to support them in applying the skills into their personal and work lives.
Workshop
Facilitation
Executive Coaching
