To globally introduce a Human Centred approach towards Leadership in Organisations that focuses on Employee and Management needs that guarantee the expression of true potential.
We bring the core fundamentals for positive organisational growth through Functionality, Adaptability and Sustainability that is fed by:
- Open & Honest Communication
Our Passion to assist organisations is founded in 25+ years of corporate in-house training and consulting that has culminated in the development of an Executive, Management and Human Resource Tool, that was years in the making and truly serves the organisation and everyone involved - at Every Level.
Such is the Passion and Drive we have.
There is much talked about in regards to Creating a great working culture.
The fact is there are multiple working cultures in every organisation.
Knowing their 'location' and how effective they are, is an ongoing fundamental requirement:
The CRA is a product of having spent 25+ years working in the corporate sector consulting and conducting workshops for major organisations locally and internationally.
This background coupled with previous years as an IT and Business consultant and studies in Organisational Behaviour, Abnormal Psychology and Psychotherapy, provided opportunities to work with the some of the worlds largest organisations.
A small example include:
IBM: For 5 years on IBM's WWPMM initiative facilitating Leadership, Advanced Leadership workshops.
Fletcher Challenge: 10 years delivering Leadership and Behaviour based workshops, Fatigue Countermeasures and Emotional Energy Management Workshop
Hewlett Packard: 4 years with Hewlett Packards delivering Leadership and Project Management Fundamentals and accepted multiple invitations to deliver training at their annual Project Management University gatherings.
Singapore Airlines: 3 years facilitating Team Dynamics and Work Culture based workshops.
Shell Oil: 4 years delivering Project Leadership and Emotional Energy Management (Working in High Pressured Environments) workshops Leadership and Cultural change across Sth. East Asia. (For more see desallen.com)
This international exposure enabled closer inspection of how working cultures developed and how management - employee relationships differ country to country, yet have commonality.
Although the training was well received, a prevalent and common problem was nearly always raised - this being the transference of learning and the accepting of and implementing of new ideas that were/are brought to the company through their Learning & Development opportunities.
The prevailing working cultures failed in this regard and after talking to hundreds of managers and thousands of workshop attendees over the years, the working cultures proved to be the main 'culprits' and in particular, the way people interacted and related to each other.
The main 'offenders' were organisations where Executive Management had little to do with the workforce and where Management had the authority to develop the manager - employee relations as they saw fit, without really understanding what they were dealing with.
Shareholders, KPI's and Performance were the main focus. The real human centred issues were being ignored in the majority of cases.
More specifically employees not being listened to, not having constructive feedback, not feeling valued and part of the company, unrealistic expectations on work completion timeframes and little or no concern on the personal impact.
"We are only there to get the job done..." as one workshop attendee succinctly put it.
This problem was present regardless of the countries in which the workshops were conducted.
A core message here is, that poor working cultures transcend international boundaries.
This is what led to me designing and developing the Culture Risk Analysis.