Quest Active – a subsidiary of ABAMI in Egypt, is very proud to join the corporate social responsibility project “Education First” in its journey of improving the education quality in the Egyptian public schools.
We went. We fought. We conquered. The ABAMI Army soared in the 2016 Hercules Trophy Dubai by winning the coveted first position!
Defining Clarity between the team on the six critical organizational elements
Engagement of the whole organization to define, clarify, live, and engage in building their new reality.
An Impactful journey of self-discovery, new possibility, and transformation to purposeful action.
A unique approach from ABAMI
Reflect on your experience and learn from the experience of others
The objective from this session is for participants to reflect on their experiences and learning throughout the active learning phase. During this session, participants will continuously get feedback on the use of the modules covered at each stage. This session will also be the platform for participants to:
This group coaching session is conducted after each stage of the journey. The facilitator’s role in this stage is to observe, facilitate and guide the sessions. Facilitators will also link all the situations and assignments to the workplace environment; they will continuously give feedback to all participants to maximize the learning experience.
During the session, each participant will present their individual experiences with putting the modules content to use. The content of the presentation will be as follows:
Participants will use the feedback sessions to continuously develop and build their own portfolios
All the remaining participants will derive learning from the discussion that happens after each presentation.
Sample competency development journey
We at ABAMI believe that happiness is often mistaken for momentary gratification rather than a focused journey of long term fulfilment. In line with our mission, we strive to support individuals, teams and organizations build resilience using “intentional action” from which true happiness can be found.
This program aims to provide the tools needed to begin the life long journey of choosing happiness. Awareness of your current state, discovering the lights and shadows that frame you, understanding their impact and developing actions that will maximize your potential for happiness.
Building a high performing team
Team Coaching is primarily focused on accelerating the process of functioning as a High-Performance Team, to ultimately achieve organizational goals. As such, it is coaching for performance of the team, to meet organizational goals and results.Based on the participants awareness about their team dysfunctions, strengths and weaknesses, they will understand the tools & techniques to overcome their dysfunctionalities by holding each other accountable to achieve the team objectives. Learning how to build vulnerability based trust, overcome the fear of conflict, and how to gain commitment of other team members .
Coaching centres around people (the team), purpose (of the team), team leadership (style and directions), process (communication flow, team structure, roles and responsibilities) and team influences (engagement with others, environment, vision and mission).
After completing the team coaching sessions, participants will be able to:
The content of the team coaching sessions would depend greatly on the results of the team diagnostics
The foundation for the sessions will be the ABAMI Effective Team Member model.
There are variety of modules that would be covered:
The ABAMI foundation for the Leadership Development is the High Impact Leader model
The recommended modules to be covered are:
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The ability to know one self, what motivates me and drives me to success. My values, aspirations and my vison of me.
The first step to effective leadership is knowing oneself. Self-Awareness is essential to allow leaders to lead from their inner strength whilst confronting their weaknesses, developing their strengths and building healthy relationships built on trust. Knowing and leading self allows leaders to stay open to new ideas and constructive criticism. While being aware that the development journey is a never-ending exercise. By looking inwards, we look at one’s preferred style and the strengths and weaknesses associated with their preferred style. This creates awareness for areas of development or understanding where complementary talent is needed. Leaders will be guided to become aware of their own inner core values, talents and competencies allowing them to understand the source of their personal credibility and to lead effectively and consistently from within. |
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Inspiring a common vision and instilling a winning organizational culture.
Once you can lead self, you can now connect with and lead others. In this component, the leaders develop their ability to build meaningful relationships with their peers, their team members and their leaders to obtain the best results. To enable leaders to do this we equip them with an understanding of team dynamics, emotional intelligence, conflict handling, influencing skills and an understanding of the concept of the whole person. Leaders develop their talent to deal and appeal to different people in different situations to help them to evolve. |
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Adapting your leadership style and behavior to engage, motivate, develop and influence others
The leader’s role is to ensure the organization is agile and resilient to deal with the myriad challenges of a fast-changing environment. In this aspect, we focus on building the leader’s ability to align his team with the organization’s vision and strategy. To develop the direction, communicate it and align others to it. And when circumstances change, redirect the organization to a new more effective path to achieve the desired results. All the while building a positive performance based culture. |
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The ability to not just foresee obstacles in the distance, but be adaptive enough in the market to continue to meet customers growing needs.
This component focuses on the leader’s ability to read and influence the landscape while adapting the organization’s direction accordingly. To be aware of the global as well as local trends, and can be adaptive to make the organization ready to respond appropriately to remain at the forefront. To always be focused on meeting customers growing and escalating needs, and finding innovative ways to respond to the market dynamics. |
Engagement of the whole organization to define, clarify, live, and engage in building their new reality.
An Impactful journey of self-discovery, new possibility, and transformation to purposeful action.
Team Cohesion through enhanced self and other team members awareness using MBTI – 2 days
The ABAMI High Impact Leadership model is the foundation for designing leadership development journeys.
The model was developed based on our vast experience in designing and delivering leadership programs, over the last 30 years, with an aim to give leaders a defined path to effectively develop themselves and others, and to make an impact.
The High Impact Leadership model combines both smart and healthy aspects of a leader’s development journey. The four stages of achieving High Impact Leadership, addressed in the model are:
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The ability to know one self, what motivates me and drives me to success. My values, aspirations and my vision of me.
The first step to effective leadership is knowing oneself. Self-Awareness is essential to allow leaders to lead from their inner strength whilst confronting their weaknesses, developing their strengths and building healthy relationships built on trust. Knowing and leading self allows leaders to stay open to new ideas and constructive criticism. While being aware that the development journey is a never-ending exercise. By looking inwards, we look at one’s preferred style and the strengths and weaknesses associated with their preferred style. This creates awareness for areas of development or understanding where complementary talent is needed. Leaders will be guided to become aware of their own inner core values, talents and competencies allowing them to understand the source of their personal credibility and to lead effectively and consistently from within.
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Inspiring a common vision and instilling a winning organizational culture.
Once you can lead self, you can now connect with and lead others. In this component, the leaders develop their ability to build meaningful relationships with their peers, their team members and their leaders to obtain the best results. To enable leaders to do this we equip them with an understanding of team dynamics, emotional intelligence, conflict handling, influencing skills and an understanding of the concept of the whole person. Leaders develop their talent to deal and appeal to different people in different situations to help them to evolve.
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Adapting your leadership style and behavior to engage, motivate, develop and influence others
The leader’s role is to ensure the organization is agile and resilient to deal with the myriad challenges of a fast-changing environment. In this aspect, we focus on building the leader’s ability to align his team with the organization’s vision and strategy. To develop the direction, communicate it and align others to it. And when circumstances change, redirect the organization to a new more effective path to achieve the desired results. All the while building a positive performance based culture. |
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The ability to not just foresee obstacles in the distance, but be adaptive enough in the market to continue to meet customers growing needs.
This component focuses on the leader’s ability to read and influence the landscape while adapting the organization’s direction accordingly. To be aware of the global as well as local trends, and can be adaptive to make the organization ready to respond appropriately to remain at the forefront. To always be focused on meeting customers growing and escalating needs, and finding innovative ways to respond to the market dynamics. |
The ability to know one self, what motivates me and drives me to success. My values, aspirations and my vision of me.
The first step to effective leadership is knowing oneself. Self-Awareness is essential to allow leaders to lead from their inner strength whilst confronting their weaknesses, developing their strengths and building healthy relationships built on trust. Knowing and leading self allows leaders to stay open to new ideas and constructive criticism. While being aware that the development journey is a never-ending exercise.
By looking inwards, we look at one’s preferred style and the strengths and weaknesses associated with their preferred style. This creates awareness for areas of development or understanding where complementary talent is needed.
Leaders will be guided to become aware of their own inner core values, talents and competencies allowing them to understand the source of their personal credibility and to lead effectively and consistently from within.
Inspiring a common vision and instilling a winning organizational culture.
Once you can lead self, you can now connect with and lead others. In this component, the leaders develop their ability to build meaningful relationships with their peers, their team members and their leaders to obtain the best results. To enable leaders to do this we equip them with an understanding of team dynamics, emotional intelligence, conflict handling, influencing skills and an understanding of the concept of the whole person. Leaders develop their talent to deal and appeal to different people in different situations to help them to evolve.
Adapting your leadership style and behavior to engage, motivate, develop and influence others
The leader’s role is to ensure the organization is agile and resilient to deal with the myriad challenges of a fast-changing environment. In this aspect, we focus on building the leader’s ability to align his team with the organization’s vision and strategy. To develop the direction, communicate it and align others to it. And when circumstances change, redirect the organization to a new more effective path to achieve the desired results. All the while building a positive performance based culture.
The ability to not just foresee obstacles in the distance, but be adaptive enough in the market to continue to meet customers growing needs.
This component focuses on the leader’s ability to read and influence the landscape while adapting the organization’s direction accordingly. To be aware of the global as well as local trends, and can be adaptive to make the organization ready to respond appropriately to remain at the forefront. To always be focused on meeting customers growing and escalating needs, and finding innovative ways to respond to the market dynamics.
Using the ABAMI Leadership model as a foundation we design a customized journey for each target audience
Over 100 modules that can be configured together to build a customized journey to fit the
specific requirements for each audience
| Code | Modules |
Lead Self |
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| MODLS01 | Self Leadership |
| MODLS02 | Personal Effectiveness |
| MODLS03 | Self & Others Awareness |
| MODLS04 | Fulfillment |
| MODLS05 | Personal SWOT |
| MODLS06 | SMART goals |
| MODLS07 | Prioritizing |
| MODLS08 | Building Trust through Gaining Credibility |
| MODLS09 | Awareness on Emotional Intelligence |
| MODLS10 | Building Emotional Resilience |
| MODLS11 | The Human Side of Change |
| MODLS12 | Managing Stress |
| MODLS13 | Being Decisive |
| MODLS14 | Assertiveness |
| MODLS15 | Active Listening |
| MODLS16 | Taking Initiative |
| MODLS17 | Creative Thinking |
| MODLS18 | Happiness by Choice |
| MODLS19 | The Balanced Healthy Executive |
| MODLS20 | Business Etiquette & Protocol |
| MODLS21 | Positive thinking |
Connects with others |
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| MODCO01 | The four roles of leadership |
| MODCO02 | The Role of the Leader in Engaging the Whole Person |
| MODCO03 | Stages of Team Development |
| MODCO04 | Characteristics of High Performing Teams |
| MODCO05 | Leaders role in overcoming team dysfunctions |
| MODCO06 | Building trust |
| MODCO07 | Waves of Trust |
| MODCO08 | Relationship trust |
| MODCO09 | Understanding conflict |
| MODCO10 | Conflict handling modes |
| MODCO11 | Achieving commitment |
| MODCO12 | Embracing Accountability |
| MODCO13 | Focusing on Results |
| MODCO14 | Influencing Others |
| MODCO15 | Effective Coaching |
| MODCO16 | Giving feedback on performance |
| MODCO17 | Situational Leadership |
| MODCO18 | Understanding Behavioral Styles |
| MODCO19 | Developing Empathetic Behavior |
| MODCO20 | Career counselling |
| MODCO21 | Mentoring |
| MODCO22 | Recognition |
| MODCO23 | Motivation |
| MODCO24 | Effective meetings |
| MODCO25 | Cross generational teams |
| MODCO26 | Working with Different Cultures |
| MODCO27 | Communication Model |
| MODCO28 | Overcoming Communication Barriers |
| MODCO29 | Delegation |
| MODCO30 | Being Empathetic to your Customers |
| MODCO31 | Basic Business Writing |
| MODCO32 | Preparing an Effective Presentation |
| MODCO33 | Delivering an Impactful Presentation |
Building agility in the organization |
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| MODBA01 | Business process reengineering |
| MODBA02 | Processes and workflows |
| MODBA03 | Value driven behaviors |
| MODBA04 | Understanding the strategic planning process |
| MODBA05 | Mastering the closed loop management system |
| MODBA06 | Strategic management tools |
| MODBA07 | Strategic leadership essentials |
| MODBA08 | Aligning the team through the 6 rights |
| MODBA09 | Introduction to performance management |
| MODBA10 | Systems to monitor performance |
| MODBA11 | Culture of high performance |
| MODBA12 | Goal alignment system |
| MODBA13 | Project life cycle |
| MODBA14 | Communicating with influence and gaining commitment |
| MODBA15 | Strategies to overcome obstacles to change |
| MODBA16 | Problem solving - 4D |
| MODBA17 | Understanding and communicating the strategic plan |
| MODBA18 | Translate and communicate strategy |
| MODBA19 | Organizational trust |
| MODBA20 | Cross functional collaboration |
| MODBA21 | Planning and organizing |
| MODBA22 | Knowledge Management |
| MODBA23 | Introduction to project management |
| MODBA24 | Performance appraisal |
| MODBA25 | Political awareness |
| MODBA26 | Quality management |
| MODBA27 | Talent management |
| MODBA28 | Risk Mitigation |
Understanding and mastering the landscape |
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| MODML01 | Innovation and change |
| MODML02 | Innovation map |
| MODML03 | Service excellence |
| MODML04 | Managing customer expectations |
| MODML05 | Customer complaints and feedback |
| MODML06 | Managing customer life cycle |
| MODML07 | Managing customer relationships |
| MODML08 | Mastering the landscape |
| MODML09 | Global trends |
| MODML10 | Networking effectively |
| MODML11 | Social Media |
| MODML12 | Stakeholder identification & understanding |
| MODML13 | Stakeholder engagement |
This model is the foundation for developing effective development journeys
Developing effectiveness and a high level of engagement of each team member in the organization is essential for achieving success in this new & fast changing world. At ABAMI, we work on the two facets of building healthy & smart organizations by developing high impact leaders and effective team members. We have put together a model for each one and we have designed a portfolio of modular services to tackle both aspects.The Effective Team Member needs to tackle a number of aspects on their development journey:
By developing around the model, young and upcoming business professionals will become effective team members and serve as the seeds for the future leaders of a healthy & smart organization.
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An effective team member starts by building self, being aware, identifying their preferred style, their own purpose & vision leading to their commitment to the things they value most. |
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Next, for a team member to be effective they need to connect with others by building relationships, earning trust, being empathetic and all together being a member of a high performing team period. |
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By being aligned with the organization, an effective team member understands and values their role. Are able to focus on the team results and have a winning mentality in the face of ambiguity. By being aligned, a team member sees opportunity in change and fosters ownership for their own action & that of the team period. |
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Finally, to be aware of the surrounding landscape, driven by market demands & have the business acumen to make sound decisions that are innovative and capitalize on opportunities. |