Great leaders impact business and culture by inspiring their people.

Leaders need the ability to hold courageous conversations – without that there is a real risk to the business.  At GCC we help your leaders/senior managers develop the skill of active listening and straight talking in a learning environment that is both challenging and supportive. We work with your leaders to help them develop their people/business skills through:

  • The Great Leader 360 – based on the behaviours of Great Leaders in Employer of Choice workplaces – to help them understand their personal impact
  • Executive coaching to understand and redefine personal constructs about leadership
  • Courageous conversation – learning how to hold the tough and demanding conversations in a constructive and useful way
  • Business mentoring – develop their skill and understanding of business strategy and process
  • Team development – working with leadership teams to define their style, agree values and behaviours, understand roles and responsibility, develop clear strategic plans for the future

By coaching key directors to develop their strengths and address their weaknesses, and by working with the team as a whole to create a sense of realistic confidence, you have made a significant contribution to the performance and development of the whole organisation. CEO, Scope

Bringing a proven ability to improve effectiveness of both the leadership team and individuals – including re-energising some of the more cynical or reticent executives – I would regard including GCC on the people agenda to be one of the essential ‘tools’ available for a HRD to add value and deliver improved capability across their organisation. Head of HR

“By coaching key directors to develop their strengths and address their weaknesses, and by working with the team as a whole to create a sense of realistic confidence, you have made a significant contribution to the performance and development of the whole organisation.”

CEO, Scope

“Bringing a proven ability to improve effectiveness of both the leadership team and individuals – including re-energising some of the more cynical or reticent executives – I would regard including GCC on the people agenda to be one of the essential ‘tools’ available for a HRD to add value and deliver improved capability across their organisation.”

Head of HR