It is not always possible to give continual monetary benefits to employees and constantly increasing their salaries disproportionately. In the training, participants are given a rapid-fire exposure to concepts and experiences that revealed to them how the mind thinks, the power of pre-conceived perceptions and limitations, and the inherent difficulty of change (the Six Insights) they are ready to take a deeper look inside themselves as individuals. After each participant had gained insight into their personal profile and are introduced to the difference between being inside the box and being outside of it, it’s time to take the significant step of taking our best self with us as we step outside the box, each as an individual.
Coaching provided for Leaders in Organisations Each of the following: A twelve week course - one hour session per week.
Character profiling will be done with every Candidate with a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions.
A certificate of completion and written report will be handed over to the candidate after every course.
CEO’s Chairpersons Entrepreneurs Business Leaders Community Leaders Teams in all settings Business owners developing their people ensuring the future of the company. With more than thirty years experience in life-coaching and filling leadership positions from being a youthleader in his community, Japie Breedt focuses on the development of leaders right through the spectrum of the church, business and political arena. Traditionally, leaders could choose from three leadership styles to adapt to situations: authoritative, democratic, and delegating. Authoritative leaders: authoritative leaders operate alone and like to make quick decisions that are then communicated downward.
Leaders who spend time listening to feedback and asking for participation in decision-making are primarily democratic. These leaders are adept at giving tasks to different groups of people, while overseeing the overall work of the groups.
Effective leaders have good listening and observation skills so they know how to adapt their style as necessary. This means you should know know how to develop and call on various styles and behaviors as needed for the situation. I am pleased to offer this ground breaking team effectiveness model, based on real shifts in individual and team behaviours.

Having almost completed a PhD in Relational Leadership, he believes that a deepened understanding of effective leadership is built on relationships and that the quality of these relationships reflects the quality of leadership.
They get things done but do not think through what the impact will be on everyone who is affected. The delegating leader doesn't usually participate in the decision making, and the team is left to work on their own without much oversight.
They build good interpersonal relationships so they are able to foresee challenges and difficulties that may arise. The more adaptive you are, the better you will be able to help your company build and maintain success well into the future. This model combines the best of coaching practices around shifting behaviours and the best of team dynamics using psychological assessments.
They often use brainstorming and employee focus groups to implement new policies and procedures. They ask questions with the intention of helping others come up with solutions on their own and to help them realize their full potential on the job and in life. And no matter what type of leader they are, they need to be open and honest while communicating with a variety of people and groups.
The skill is for a leader to know when each style and the corresponding behavior is called for in particular situations.
It can also leave them feeling overwhelmed and set up for failure if the leader doesn't pay enough attention to what the employees need to succeed. Sometimes, people feel left out in the cold when they don't have enough knowledge, resources, or skills to think on their own. As with all the styles, the coach needs to discern what the person really needs to determine if this style is the best in the moment. Sometimes a project is a long series of obstacles and opportunities coming at you at high speed, and you need every ounce of your collective hearts and minds and skill sets to get through it. When we share leadership, we’re all a heck of a lot smarter, more nimble and more capable in the long run, especially when that long run is fraught with unknown and unforeseen challenges.

Sometimes the team needs a visionary, a new style of coaching, someone to lead the way or even, on occasion, a kick in the bike shorts. For that reason, great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job. Their goal was to uncover specific leadership behaviors and determine their effect on the corporate climate and each leadership style’s effect on bottom-line profitability.
Imagine how much money and effort a company spends on new processes, efficiencies, and cost-cutting methods in an effort to add even one percent to bottom-line profitability, and compare that to simply inspiring managers to be more kinetic with their leadership styles. Used extensively, however, this style can overwhelm team members and squelch innovation. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency. This style can also help control a problem teammate when everything else has failed.
However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.

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