Leadership Development
Leading for Positive Impact
The flagship. Two days, 16 hours, in person.
- For
- Managers and senior leaders responsible for the performance and retention of a team.
- The problem it solves
- Capable managers who get results through pressure and lose people doing it, or who avoid pressure and lose performance instead.
- What changes
- Leaders stop diagnosing what is wrong with a person and start changing the conditions around them. They give feedback that builds capability instead of compliance, name strengths accurately enough to be believed, and set expectations that people want to meet.
- Built from
- Positive organizational scholarship, primary research on leadership in Qatar, and years of delivery in multicultural rooms.
- Participants leave with
- Their own leadership role model analysis, practiced strength spotting, a prioritized set of personal and organizational values, an Everest goal in Cameron’s sense, and named commitments.
The FALCON Leadership Workshop
Half day to one day, in person, highly experiential.
- For
- Managers and high potential leaders. Works as a leadership kickoff, an offsite, or a team development day.
- The problem it solves
- Leadership training that people enjoy and do not use. Every session in this workshop is an experience first and a lesson second.
- What changes
- Leaders practice anticipating rather than reacting, adapting under pressure, building rapport quickly across functions, thinking creatively in a group, reframing setbacks, and developing the people who report to them.
- The six disciplines
- Foresight, Agility, Liaison, Creativity, Optimism, Nurture.
- Participants leave with
- A personal commitment against one of the six disciplines, and a shared experience the group refers back to for months.
Influencing Upwards: Building Strategic Credibility
60 to 90 minutes. Conference session, leadership forum, or HR leadership team offsite.
- For
- HR and people leaders, and any function that advises rather than decides.
- The problem it solves
- Being consulted after the direction is already set. Respected on people matters, absent from business ones.
- What changes
- Participants stop reporting issues and start shaping decisions. They translate what they see into the language leaders act on, and they bring options, tradeoffs and a recommendation rather than a problem.
- The four disciplines
- Business Credibility, Insightful Translation, Relationship Capital, Decision Value.
- Participants leave with
- One upward conversation fully planned, naming the leader, the business issue that matters to that leader, and the reframed language they will use.
Manager Group Coaching Program
Nine to twelve sessions of 90 minutes, fortnightly, in person or online. Cohorts of 8 to 15.
- For
- Newly promoted and mid level managers who need development that survives contact with the job.
- The problem it solves
- One off training that fades. This is spaced practice with a group that holds each other to it.
- What changes
- Managers build self awareness, then apply it. Each session ends with one action step, and the next session opens by reviewing it.
- The arc
- Self and personality, leadership competencies self assessment, resources and interferences, systemic expectations, growth mindset, reflection and team debriefing skill, stakeholder mapping, leading upward, priority management.
- Participants leave with
- A rated competency profile, a stakeholder map and involvement plan, a working priority system, and a fortnightly record of what they actually changed.
Wellbeing and Resilience
Breaking the Overthinking Cycle
60 minutes, online. Runs at scale.
- For
- Any professional population under sustained pressure or uncertainty. Frequently bought as an all staff session.
- The problem it solves
- Capable people losing hours of focus to mental loops that resolve nothing.
- What changes
- Participants recognize rumination early, interrupt it in real time, and redirect attention to something they can actually act on.
- Grounded in
- Cognitive and resilience research, including the work of Ellis, Seligman, Reivich and Shatte.
- Participants leave with
- One recurring thought worked through a four part structure of evidence, plan, control and reframe, their own power statements, and one next useful action.
Staying Steady During Uncertainty
90 minutes, online. Available in Portuguese, and in English on request.
- For
- Distributed and expatriate workforces during a period of disruption, and any organization wanting a practical rather than clinical response.
- The problem it solves
- Uncertainty quietly costing focus, sleep and productivity, while nobody names it.
- What changes
- People move from rumor to structured situational awareness, redirect attention to what they control, set healthy limits on news exposure, and use three self regulation tools that take under two minutes each.
- Deliberately not
- A political discussion, a geopolitical briefing, or therapy.
- Participants leave with
- A personal readiness check across five areas, a work continuity plan of two priorities, and three self regulation tools.
Culture and Cross Cultural Leadership
Cultural Agility for Leaders
Two days, in person.
- For
- Leaders of multicultural and multinational teams, and organizations where diversity is a fact but not yet an advantage.
- The problem it solves
- Teams where difference produces friction and silence instead of better decisions.
- What changes
- Leaders start with themselves. They learn to describe what they observe before interpreting it, to hold several possible meanings at once, and to build a shared working culture with a team rather than expecting the team to adopt theirs.
- How it works
- The workshop develops the posture first, mastering the fear that difference provokes, seeing clearly, and navigating genuine incompatibilities. Only then does it use the interpretive tools, which sharpen understanding of the individual in front of you and are never used to classify a group.
- Participants leave with
- A personal action plan, and a practiced method for the next conversation that does not go the way they expected.
Framework: Inter-Cultural Intelligence (ICI), the Three Colors of Worldview, and the 12 Dimensions of Culture © KnowledgeWorkx. Used by a certified ICI partner.
Cultivating Cultural Agility for Educators
Two days, in person.
- For
- School and university leaders, faculty, and student affairs teams.
- The approach
- Same method as Cultural Agility for Leaders, built for classrooms and campuses rather than corporate teams, and focused on the relationship between educator and student.
Framework: Inter-Cultural Intelligence (ICI), the Three Colors of Worldview, and the 12 Dimensions of Culture © KnowledgeWorkx. Used by a certified ICI partner.
Keynotes
Positive Leadership: The Secret to Exponential Success
45 to 60 minutes.
- The talk
- What leaders choose to look for shapes what they find. A keynote on attention, on positive deviance in Kim Cameron’s sense, and on the practices that make a team grow rather than merely comply.
- Built for
- Leadership conferences and company town halls.
Positive Leadership in Qatar
45 to 60 minutes.
- The talk
- Original qualitative research with twelve Qatari leaders, conducted for a Master of Applied Positive Psychology at the University of Pennsylvania, on how they make difficult decisions, seize opportunity, and understand loyalty. A rare piece of primary evidence in a context where almost none exists.
- Suited to
- Leadership forums, national development audiences, and academic settings.
