BETTER TEAMS, WORKING BETTER
With participative leadership, together, we overcome the most difficult challenges.
BETTER TEAMS, WORKING BETTER
With participative leadership, together, we overcome the most difficult challenges.
Better teams, working better
A comprehensive cultural transformation program that develops ownership and shared responsibility at all levels of the organization.
Participative Leadership
A program that builds trust in six phases and convinces through experimentation with high-profile simulators that connect with emotion.
Corporations are becoming increasingly complex, and management is either shared or very difficult to make it work. However, transforming the entire company's culture is not easy. It requires a shared vision and consistency.
We need everyone's effort
We propose company-wide programs, with bottom-up or top-down actions, face-to-face or remote, for natural or transversal teams, and always with participative leadership as an objective.
Enhancing corporate values
"No one commits to something they do not share that is imposed on them or whose solution they do not believe."
We enhance corporate values or connect with our participative leadership model (mastery, tolerance, teamwork, purpose, diversity, and commitment).
Enhancing corporate values
"No onex commits to something they do not share that is imposed on them or whose solution they do not believe."
We enhance corporate values or connect with our participative leadership model (mastery, tolerance, teamwork, purpose, diversity, and commitment).
Cohering and motivating teams
"The relationship builds trust, and trust improves the relationship."
A cohesive team shares responsibilities and avoids attrition due to a lack of communication and coordination. It manages uncertainty better, relates by values, is enriched by diversity, and has the autonomy to self-organize.
Cohering and motivating teams
"The relationship builds trust, and trust improves the relationship."
A cohesive team shares responsibilities and avoids attrition due to a lack of communication and coordination. It manages uncertainty better, relates by values, is enriched by diversity, and has the autonomy to self-organize.
Strengthening positive attitudes
"To achieve significant challenges, great ideas are not enough. You have to put your heart into them."
Beyond knowledge or skills, attitude is critical to facing challenges. The right attitude makes it possible to want to learn, interact, integrate team members, compromise, reach agreements, accept change, and adapt.
Strengthening positive attitudes
"To achieve significant challenges, great ideas are not enough. You have to put your heart into them."
Beyond knowledge or skills, attitude is critical to facing challenges. The right attitude makes it possible to want to learn, interact, integrate team members, compromise, reach agreements, accept change, and adapt.
Developing Soft Skills
"The true value of a leader lies in his or her ability to motivate others to achieve goals."
In a world where all existing knowledge is just a click away, the difference is in the ability to interact. Proactivity, empathy, conflict management, coherence, assertiveness, and co-leadership become critical. Beyond the technical, it is the human aspect that has value.
Developing Soft Skills
"The true value of a leader lies in his or her ability to motivate others to achieve goals."
In a world where all existing knowledge is just a click away, the difference is in the ability to interact. Proactivity, empathy, conflict management, coherence, assertiveness, and co-leadership become critical. Beyond the technical, it is the human aspect that has value.
Having an attitude of continuous learning
"Knowledge takes the place of the new knowledge yet to come."
Change is not new; the novelty is in the changes' quantity, speed, and impact. To adapt, we need to think systemically, understand complexity and build solutions with others, get involved and work as a team, and certainly give up the comfort of what worked in the past but may not work in the future.
Having an attitude of continuous learning
"Knowledge takes the place of the new knowledge yet to come."
Change is not new; the novelty is in the changes' quantity, speed, and impact. To adapt, we need to think systemically, understand complexity and build solutions with others, get involved and work as a team, and certainly give up the comfort of what worked in the past but may not work in the future.
We apply the Cooplexity model
Participative (distributed) leadership is a set of spontaneous and interconnected collective initiatives. It distributes the leadership function throughout the organization, becoming a driver of change. It is related to talent, team effectiveness, and self-coordination and applies to the agile world, liquid organizations, and shared leadership.
Business Cases
14 Spanish Stock Exchange (IBEX-35) companies have already tested it.
Bottom-up
Leadership
Leadership development program for key groups in the factory. Focusing on recognition and motivation, we gain commitment and proactivity. The deliverable is a set of projects with a direct impact on results.
Top-down
Transformation
An international Global Gathering of 140 executives takes an in-depth look at eight strategic areas of transformation, from innovation and new business areas to M&A strategy and talent and knowledge management.
Culture
Values
A program to transmit the company's values and enhance the culture of exchange and collaboration. Remotely facilitates talent interaction from China to Chile, focusing on managing uncertainty.
Some remarkable examples of what Training Games can do in your organisation.
How to develop an agile team
A leading article on LinkedIn with more than 12.000 visits about How to develop a self-coordinated team with a high level of commitment and create an agile and collaborative culture with the same six-steps model we use with our simulations.
Leadership and trust
Leadership and trust are two closely linked concepts that we had the honour of presenting in a Serious Game event at the closing ceremony of Banco Sabadell Corporate Management Program, with 150 participants experiencing the key learnings of developing trust when team leading.
We measure talent
We can measure six critical team capacities from the decisions teams make in our simulations. They go from the most individual learning or relational skills to the most team commitment or negotiation capacities, with adaptation to change foremost.
Since 1995 motivating and training teams using business simulations to develop better teams working better.
Do you want us to call you?
Curious about participative leadership? Please get in contact with us!