» Handle conflict and efficient methods of resolving it
        » Evolve teams around a common vision and goal
        » Lead with integrity and high trust
        » Facilitate creativity and innovation in team
        » Enable change in organisations
        » Demonstrate desired behaviour through personal example
        » Reduce attrition of key talent
        » Create high performance teams

• Vision Building: A leading 5 star hotel, before its opening, took its core 13 members for a 3 day outbound with us at an exotic location to develop a Vision Statement that would energise its staff, and provide its guests with a refreshing difference. Post the outbound, the hotel developed an entire program around its new Vision, with certificates for its staff for living up to the Vision statement, as well as integrating it in its performance appraisal and rewards system!
• Cultural Integration: A German MNC had taken over a European company, and it needed to integrate 2 different cultures into a cohesive team. They invited us to propose a solution, and this led to a 2 day outbound intervention. Our debriefs focussed on first allowing members to express their apprehensions and fears, and then the process was deftly manouvered to the team appreciating the best of the respective cultures, and surmounting the differences through respect and trust.
• Emotional Intelligence (EQ): A leading engineering company of India wanted its future leadership to be more sensitive to the emotions of its teams, rather then be purely task oriented and insensitive. We decided to take it one step further, and in the 3 day intervention that followed, we demonstrated how empathy and using the emotions, leaders can actually improve the performance of the team by quantum. Our outbound was rated as most memorable in the last 10 years by the participants!
• Trust: A pharmaceutical giant was devising a new marketing strategy, and therefore a new team to lead this initiative. It apprehended resistance from the existing team towards this new team, and a sense of insecurity. At the same time, the new team would need the support of the old team to succeed. To ensure that there was a co-operation and a sense of one-ness amongst both teams, an outbound intervention was planned, and in the course of the program, this issue was raised sensitively, and an atmosphere of trust created, which allowed participants to voice their fears. This free and frank exchange, led to an extraordinary level of camaderie between all participants, and what followed at the workplace was an explosive performance.
• Innovation and Creativity: The fortunes of a once premiere company were on the downside. The top Management diagnosed that there lack a creative approach to problem solving, and its leaders were risk averse. While we pointed out that there was also a deeper cultural issue involved, as a short term wake-up intervention, we devised a 2 day outbound program to focus on behaviours and attitudes that lead to being creative, and how it can leap-frog you miles ahead of competition. Participants were not merely given sermaons, but exercises were designed to allow them to practise innovation, and see the results in their performance, or lack of it for real. The learning that resulted was deep, and an eye-opener, that at time the biggest risk is being risk averse!