An interactive, gamification-based, practice-oriented leadership development application that provides immediate help and enables follow-up to the most common dilemmas.
Recently, corporate clients around the world have expressed an increasing need for leadership development services that can be delivered without personal contact.
It helps you gain the basic knowledge you need to lead people in five one-day modules, and you use coaching to ensure that the knowledge you gain is integrated into everyday life.
The program improves team cohesion. Using the philosophy of strength, we develop self-knowledge, help us get to know each other better, and place emphasis on follow-up.
Act2Manage is a European HR Consultancy and leadership development company founded in Budapest. We co-create effective, sustainable change and transformation processes with our clients in organisational development projects. Our team comprises seasoned professionals with several years of experience in leadership roles at multinational organisations. Our work is based on three pillars:
We build on strengths
We primarily focus on strengths, not fixing weaknesses in our leadership development programs.
We bridge the gap between knowing and doing. We roll up our sleeves and implement change initiatives together with our client instead of just giving advice.
Simplicity and iteration
We move forward in smaller, incremental steps to ensure that things get done and changes are sustained on long term.
It’s always great to see when L&D professionals make an effort to find data-based evidence for the effectiveness of various training and development initiatives. One day, Fuse, a digital learning tool provider (no, not LMS, but a totally different approach) joined forces with the AI Center of University College London to work for Carpetright, an international retailer with 420 outlets and 3000 employees. They wanted to find out if digital learning results in measurable performance improvement in sales.
Over the past twenty years I have had a chance to see hundreds of performance appraisal documents that had a goal setting section. An incredibly high proportion contained low quality, vague goals, such as “keep up with the good work” or “develop communication skills”. All these managers missed an opportunity to actually carry out their primary responsibilities: improve the work performance and output of their people, and help them grow.
With all my love and respect for my female friends, I have observed that many of them suffer from a lifetime challenge, which may seem rather contradictory for the careful observer: (1) they have nothing to wear, (2) how can they find storing space for that huge amount of “nothing” in her wardrobe.