Leadership &
Team Development
Developing Values-Based Leaders that Inspire and Develop the Culture of your Organisation
Values-based leadership is particularly relevant when organisations are trying to develop an agile culture in response to the fast-changing business environment because:
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The lack of shared values and beliefs on the parts of its leaders are primary cause of failure in organisation change efforts.
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The culture of an organisation reflects the underlying beliefs of the current leaders.
Culture transformation, therefore, must begin with the transformation of its leaders. Our Values-Based Leadership development solutions aim to do just that – developing leaders that inspire shared values of the organisation to drive performance.
Our tiered and integrated solutions are designed to engage leaders across the different levels in your organisation.
Leading Agile Culture (Business Leaders)
Getting Culture onto the Strategic Agenda
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What are the business imperatives for which culture is important?
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To achieve these business imperatives, how do you need people to behave?
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What is at risk if people don’t behave this way?
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Where and how to get to the “Tipping Point”?
Accelerating Culture Change
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Mobilise the Power of the Few
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Promoting Values-in-Action
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Anchoring on language, symbols, stories, rituals
Leading Agile Practices (Operation Leaders)
Inspire and Lead with Share Values
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Contextualise values-based behaviours strongly to operation processes
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Employing the Agile Leadership Toolkit
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Propagating the stories
Leading Agile Teams
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Creating ownership and self-direction for results
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Developing high performance through the Five Behaviors® Model
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Facilitating Practice Values-Based Decision Making
The Agile Team Player (Individual Contributors)
The Agile Team Player
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Develop a Growth and a Response-able Mindset
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Leverage the Use of Self to add value to the team
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Experience functional and dysfunctional team roles
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Leveraging the Five Behaviors™ Personal Development to develop team skills
The Barrett Leadership Model
The foundation of our work in leadership development is based on The Barrett Leadership Model. Whether your need is a virtual or classroom competency program, aAdvantage will work with you to customise the best developmental approach.
Positive Focus / Excessive Focus
Living Purpose
Creating New Futures, Long-Term Perspective, Ethics, Wisdom, Social Responsibility
Working in Collaboration
Coaching, Inclusion, Strategic Alliances, Community Involvement
Genuine Self-Expression
Openness, Creativity, Integrity, Passion, Trust, Honesty, Transparency
Courageously Evolving
Empowerment, Accountability, Risk-Taking, Agility, Transformation
Achieving Excellence
Quality, Results Orientation, Competence, Self-Esteem, Productivity, Efficiency
Supporting Relationships
Customer Satisfaction, Connection, Respect, Listening, Open Communication
Ensuring Viability
Financial Stability, Profit, Safety, Health
VISIONARY LEADER
MENTOR/PARTNER LEADER
AUTHENTIC LEADER
FACILITATOR/INNOVATOR
PERFORMANCE MANAGER
RELATIONSHIP MANAGER
CRISIS MANAGER
AGILE LEADERSHIP SELF-ASSESSMENT
A 1-Minute Survey
How Agile is your current mindset? Is your mindset helping or inhibiting you in building an Agile team?
The following is a free Leadership Agility Survey to facilitate your self-awareness and reflection. The result will provide you with a simple picture of how your leadership values map against the Barrett Seven Levels of Leadership Consciousness and in which areas they are helping or inhibiting your effectiveness as an Agile leader.
MEASURING & LEADING CULTURE
A 5-Minute Survey
How serious are you about growing your culture to support your strategy and results?
Are you starting to see evidence of your efforts to grow an cohesive and effective culture?
What are the benefits and learning from your culture work? What are your next steps to sustain the journey?
Our Impact, Our Transformation
Esther Chen
Assistant Manager
Human Resources
Singapore Business Federation
Chern Han had distinguished himself in every way owing to his exceptional insight into managing his professional related functions, and always come out on top even when the going was at its toughest. Chern Han has helped bridge the gap between business and people during difficult times in his role as a professional consultant by leading the Shared Values Project, Shared Values Cascading Workshop and Performance Appraisal Project. This has helped to stabilize the internal workforce, improve the staff understanding on the projects and improved business outcome.
Chern Han’s high calibre of character and extensive experience in the consultant’s arena set himself well above others. I confidently recommend his expertise to any organization and knowing his potential employer will benefit so much from his repertoire of his professional expertise.
