Sustaining

ABAMI Consultancy and Training|Our Solutions|Organizational Heath|Sustaining

Organizational Health

Sustaining

ABAMI will assist the organization in putting in place just enough structure to reinforce the
newly defined clarity and developing the leaders across the organization to support it.

Team Building
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Developing the leaders to instill the change into the DNA of the organization is a critical part in sustaining the newly defined clarity. At ABAMI we have a powerful and proven leadership development model . We use the model as the foundation for customizing client specific leadership tool box’s.

The ABAMI Model covers the following four aspects of developing a High Impact Leader:

  • Leads Self: Developing self awareness and understanding of own values, purpose, competence, SWOT, style, emotional & social intelligence
  • Connects with Others: Builds trust, credibility, engages and empowers others. Nurtures talent and builds a high performing team
  • Builds Agility in the Organization: Instills a winning and agile culture focused on achieving results and resilient enough to handle changes
  • Understands and Masters the Landscape: Focused on understanding customers, competitors, opportunities and threats and innovates to find new ways to serve and win in the market

Each High Impact Leadership Journey is designed specifically to the client needs and environment. We use a number of modules from our vast  library  to fit the culture and the DNA of the organization.

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To sustain the defined clarity the organization needs to ensure all internal systems and procedures are adjusted and aligned to reinforce the new organizational path.

There are some key areas which need attention to ensure sustainability:

  • Developing Performance Matrices, KPIs and measurement techniques based on the desired behaviors, values and competencies
  • Recruitment and selection policies based on the defined behaviors, values and competencies. Induction programs designed around the values
  • Compensation and reward systems are built around the elements of the organizations newly defined clarity
  • Meetings are either strategic or operational. Strategic meetings review the directions and the achievement against the defined clarity elements

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    High Impact Leadership Model

    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:

    • Leads self
    • Connects with others
    • Builds agility in the organization
    • Understands and masters the landscape
    Soft skills training
    blank 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.

     
    blank 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.

     
    blank 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.
    blank 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.

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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.

    blank
    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.

    blank
    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.

    blank
    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.

    Sample High Impact Leadership Journey

    Using the ABAMI Leadership model as a foundation we design a customized journey for each target audience

    Soft skills training

    Modules Directory

    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
    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
    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
    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
    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