The capacity of holding engagements is a characteristic of veracity and reliability. A good organization is similar to a human body which functions well when all the body members contribute efficiently. Because of its great impact on the relationship between people, trust has rarely been, as it is presently, at the heart and in the spirits of corporate executives and board members. Thus, trust has become a dominant value in the business world. The questions that are being asked are: to which degree can trust be shared throughout the organization? How are managers and leaders being perceived by their employees? How much trust can be granted to executives?

Favor the creation of a new generation of responsible managers by:

• Supporting simultaneously the development of their competencies, relationship and behavior
• Improving their own and their team performances
• Developing abilities to build relationships, elicit information, challenge assumptions, support others and clarify goals
• Creating a new style of management focused on the human person at the heart of the managerial decision-making

Money is not the biggest motivator. Emotional motivation is much stronger than rational, as human beings are primarily driven by emotions. Measuring the “Motivational Inventory Level” by an outside trainer will get accurate results from employees. Augmenting motivation uses the contemporary techniques developed by Brian Tracy and Alexander Hiam. A must for managers and leaders.

Successful managers depend on the capability of their subordinates. Measuring engagement often divulgates surprising results and having “actively disengaged” people may harm the organization. Techniques for increasing engagement and employee involvement are essential to remain at the helm.

There is growing recognition that E.I. is required for global leadership, which is a priority for companies that interact across cultures. In the past 10 years, E.I. has risen to prominence as a determiner of success and which can be measured by EQi-2.0 tests. Culturally attuned and emotionally sensitive global leaders need to be developed to respond to the particular foreign environments of different countries and different interpersonal work situations often encountered by multinational firms.

Manager’s and leader’s behavior can energize – or deflate – the entire organization through “mood contagion”. Shared behaviors unify a team, and bonded groups perform better than fragmented ones. Social Intelligence includes empathy, attunement, organizational awareness, influence, inspiration, teamwork and developing others. By managing these competencies adroitly, managers and leaders can deliver measurable business results.

Culture can have a significant influence on the attitudes and behaviors of organization members. Culture conveys a sense of identity for its members, develops implicit rules that govern day-to-day behavior, and provides standards which become the primary basis for reward and recognition. The idea of viewing organizations as cultures is a relatively recent phenomenon. In a strong culture, the core values are intensely held and shared. The more members who align with the cultural values, the greater the commitment and engagement towards the culture and the organization.