3. 3
PERFORMANCE
ELCOME to our Fall Issue of Peak Performance! In this journal we
are sharing with you our leadership coaching insights and best
international practices that can help you make the personal and
leadership shifts necessary to adjust to the new era, engage your people, and
execute effectively your organization’s change strategy.
LEADERSHIP TODAY has a new context – it means something else than the
past years, and this new context requires new behaviors and abilities.
IN TODAY’S geopolitical environment, it is imperative that you, the leaders of
organizations, develop the ability to weather uncertainty and manage com-
plexity, armed with: courage to win, self-regulation and awareness, vision,
collaborative intelligence, creative agility, and authentic communication skills.
READ through this very exciting journal and learn: The value of coaching,
how coaching and transformation go together, the power of leadership team
alignment, how you can take transformational leadership to new levels of ef-
fectiveness, how brain science can help you develop a “bigger mind” and
many more...
Enjoy, Learn, Create!
The kind of cultural change we have been striving for requires far more than mere skill
development from our leaders. It requires that they grow - that they significantly upgrade
their inner ‘operating system’ to be able to embody the kind of leadership that can create
the envisioned culture. We now recognize that leadership is a process of transformation
whereby leaders are encouraged to make a profound shift - o gain a deeper understanding
of themselves, the world, and their relationship to others.
Bob Anderson, Creator of the Leadership Circle
by Georgia Kartsanis
CEO/Founder of SARGIA Partners,
Leadership Coach
Foreword
W
EDITORIAL
4. 4
PERFORMANCE
Is Leadership keeping up? Given
the gravity of the role that leaders play
in today’s complex, highly volatile,
uncertain and competitive business
environment, this question needs to
be asked: Do we have the leaders
we need to keep up with the speed
of business? Many organizations are
missing the opportunity to use their
most critical asset, leadership to its
fullest potential.
This means that organizations and,
most importantly their leaders, must
shake up their portfolios, business
models, old ways of working and
long-held assumptions—they need to
reassess how value is generated.
“In a world where the only
constant is change itself,
what’s needed is new thinking
and, even more important,
new behaviors”
It is “a wake-up” call for all
of us!
We are witnessing a new era where
we need to embrace change rather
than resist it, and make the value we
offer to our customers, our people and
our society, distinguished and visible -
only then we will survive and prosper.
So, what can we do to successfully
embrace change and help ourselves
and others to move to the next level?
Develop self-awareness and change
the behaviors that block our way
to the next level of success. In any
given situation, we can choose how
we respond. We may not choose the
change that we have to deal with, or
the emotions that we experience when
an unexpected event occurs. But we
can choose our behaviors, and then
change offers us a distinct opportunity
to make choices, grow and discover
more about who we really are. Then,
when we are aware and conscious,
we can align our impulses with our
long-term interests, directly related to
our values.
When we change certain elements
of our behaviors, this has the biggest
and most positive impact on the
culture of our organization and helps
us then take ourselves and our team
to the “next level.”
of respondents think that there
is a leadership crisis in the world
today
New thinking
New behaviors
LEADERSHIP SUR VEY
2015 WORLD ECONOMIC
FORUM SURVEY
5. 5
PERFORMANCE
Leadership Coaching is the most effective method to
build leadership capabilities and help leaders achieve
extraordinary results in these challenging, transformational
times. Unlike most business processes, which tend to
reduce information to abstractions, Leadership Coaching
engages with people in customized ways that acknowledge
and honor their individuality. It helps leaders know themselves
better, live more consciously, and contribute more richly.
“It is remarkable how many smart, highly motivated, and
apparently responsible people rarely pause to contemplate
their own behavior. Coaching gets them to slow down, gain
awareness, and notice the effects of their words and actions.
This enables them to perceive choices rather than simply
react to events; ultimately, coaching can empower them to
assume responsibility for their impact on the world,” says
Marshall Goldsmith.
However coaching doesn’t end with self-awareness. It is
a form of active learning that transfers the most essential
communication and relationship skills leaders need to be
armed with today.
Leadership Coaching integrates personal development
and organizational needs. This approach can help leaders
adapt to new responsibilities, reduce destructive behaviors,
improve engagement, enhance teamwork, align individuals
to collective goals, facilitate succession, and support
organizational change.
Why you need a Coach:
• To get clear about your goals
• To identify blind spots
• To become accountable moving forward toward
new levels of achievement
• To focus your development efforts
• To gain a competitive advantage
• To acquire new leadership skills
• To increase your employee engagement
• To feel happier
MasterNousTM
Leadership Coaching
is a holistic and structured generative
learning program, enrolling participants
to their vision for breakthrough
transformation.
MA S T E RNOUSTM
LEADERSHIP COACHING
TM
Why Leadership Coaching?
6. 6
PERFORMANCE
THE VALUE OF COACHING
THE CHALLENGE
What we often miss is the imminent leadership gap, which is actually already apparent.
Technology is not the only disruptive factor. The forthcoming (leader) generation, the millennials,
has many trait differences. The challenge for the generations now possessing higher levels of
leadership positions is to identify this gap in order to tap into the new talents, get aligned with
their priorities, and prepare them for succession. The task is not easy. On the one hand leaders
don’t feel ready and fully aware of how to engage new talents, and on the other hand, according
to Deloitte’s Millennial survey (2015), about 60% of the millennials have not acquired the
appropriate skills during their education. So, organizations need to invest on development and
coaching for both current and future leaders. We all know that today’s markets grow rapidly and
globally, while technological advancements constantly disrupt business forcing organizations to
continuously recreate their working context and strategies.
The inherent complexity of the present era calls for specialized executives who, hence, need
to collaborate more. As Heidi K. Gardner’s longitudinal study shows (HBR, March 2015 issue)
collaboration enables organizations to build more integrated products and services which
respond best to the complex market needs. This multidisciplinary collaboration must
combine perspectives and expertise in order to be effective and generate more value for the
clients. In turn this leads to increased revenues, while a continuous learning environment is well
established benefiting both teams and individuals.
THE CHALLENGE IN NUMBERS
60% of the millennials need their organization to have sense of purpose and contribute to
society. This percentage increases for the so called “super-connected millennials”, those who
are high users of social networking tools. This pinpoints the difference that technology brings to
the equation. The bright side, according to the Unified Communications & Collaboration (UC&C)
Study (2015), is that more organization are now investing in new communication technologies.
Comparing today’s leaders with the (millennial) leaders of tomorrow, the younger generation
places more importance on wellbeing (+20) and development (+14), but less on personal reward
(-18) and short-term financial goals (-17). According to this new generation, the traits a good
leaders should have are: strategic thinking (39%), being inspirational (37%), strong interpersonal
skills (34%), vision (31%), passion and enthusiasm (30%), and decisiveness (30%).
THE ROLE OF COACHING
According to findings the challenge is how to manage the human capital. Organizations
need to put diverse disciplines and diverse generations together to collaborate effectively, with
the technology being the bonding and integrating factor. Today’s leaders need to raise employee
engagement, and improve leadership development programs (The Conference Board’s 2015).
The objective is to learn how to utilize talents and, at the same time, prepare the context for the
next generation leaders.
Leadership coaching has an important role to play for closing the gap. Coaches will reconcile
the differences and increase the alignment and cooperation. As the Sherpa Coaching global
survey (2015) shows, over the last six years the coaching engagement trend has shifted from
problem solving toward proactive leadership development. Executive coaching makes the
biggest contribution to change management, where leaders’ behavior is the key to open more
creative and effective ways of communication and collaboration.
Bridging the Leadership Gap -
The Value of Coaching
of the millennials
need their
organization
to have sense
of purpose and
contribute to society
Organizations need
to invest on development
and coaching for both
current and future leaders
7. 7
PERFORMANCE
DID YOU KNOW?
Rapid change in the global business environment is
accelerating the use of coaching, according to a report
in Harvard Management Update. Traditional leadership
approaches, analysts say, can’t cope with today’s faster-
paced business processes and transformations.
Modern leaders are challenged with complex stakeholder
relationships and interdependencies, greater workplace
diversity and ever-pitched global competition driving
radical organizational restructuringwhich require
complex thinking skill set, resilience, emotional and
social intelligence, and leadership agility, all of which
call for coaching. Coaching is the most convenient and
flexible way for leaders to progress up the learning curve
quickly enough to handle the competition and speed of
global business cycles.
Numerous studies have shown that the growth in
executive coaching is expected to continue, mostly due
to the global trend of continued complexity and change
that executives are experiencing within their business
environments and industries.
According to the 2015 Shepra coaching global survey
results, over the last six years (2010-2015), coaching
has shifted from problem solving toward pro-active
leadership development. Today, having an executive
coach can be a status symbol, the mark of an up and
coming leader being groomed for greater possibilities.
According to same source, there are many business
processes that benefit from improved business
behavior: communication, teamwork, collaboration and
accountability are all a part of the benefits executive
coaching is designed to produce. Which business
processes get the most significant boost from executive
coaching? The biggest winner is ‘change management’,
shown on the bottom of the chart on the right, in green.
The next area where value is most often seen from
coaching is ‘creating growth’, followed by ‘productivity’.
Why Everyone needs a Coach?
2006
20 18
33
49
21
25
53
23 21
56
37
43
2009 2012 2015
Assist a transition
Address a problem
Leadership development
REASONS FOR COACHING
7
12
14
30
37
Succession Planning
Building Trust
Productivity
Creating Growth
Change Management
EXECUTIVE COACHING HAS
MOST VALUE IN
8. 8
PERFORMANCE
How do Coaching
and Transformation
Go Together?
INTER VIEW
> Do you think that Coaching,
from specialized professionals, is a
compass for businesses in a trans-
formational environment?
Coaching as a profession has
blossomed over the past decade.
Where it used to be viewed as a
remedial activity, used to “save”
an executive, usually from himself
and his ineffective style, coaching
today is viewed as how to keep
your leadership edge. Much like a
professional football team manager,
an executive coach is there to support
the team, to call attention to small
changes that will bring significant
impact to the team, to ensure that the
team is working effectively together.
As executive coaches, we strive not
to change the executive, but to take
their strengths and further magnify
them so that they are able to achieve
at the next level.
Coaching, at its essence, provides
the opportunity for a leader to
expand his or her capacity to take
effective action. The coach plays the
role of compass to help the executive
navigate through situations in the
most impactful manner.
In this transformational era most
of us revert back to our “baseline”
styles. Some of these styles may be
highly productive, some may be less
productive. When a business is in a
highly transformational environment,
itisimperativethattheleaderoperates
at his most effective level in order to
navigate the situation. Coaches are
able to provide unbiased support to
the executives to ensure that they are
working as their most effective self
within complexity and uncertainty.
> Has this period of financial
uncertainty, at a global scale,
given you data to further develop
the tools you provide leaders with,
in order for them to become more
agile and effective?
Great leadership is defined more
by the action of leading through
challenging times than through easy
times.While there are new leadership
insights coming out of complexity
and uncertainty, what makes leaders
great has not changed significantly.
Knowledge opens the door, but it’s
what you do with your knowledge
that separates the good from the
great. In research of over 10,000
highly successful executives, 50%
of the reason behind their success is
credited to emotional intelligence.
What we have observed, in increasing
frequency, is that executives typically
have the knowledge and skills to
succeed, but they often don’t have
the right amount of relationship agility
to succeed.
An interview with
Dr. Kate Ludeman
World renowned Leadership Coach
Founder of Worth Ethic Corporation
9. 9
PERFORMANCE
AR TICLE
by Hendre D. Coetzee
Founder of the Center for Advanced Coaching
As leaders, we often think that if we are great communicators
or use good presentations our people will surely follow.
Someone once said, “if you think you are a great leader but
no one is following you; you are just out for a walk!”
We often believe that being commanding in our leadership style will get people to follow
and, although yes, this may be true for a short period of time, it is not a sustainable
strategy for leadership. What you are looking for is ownership, not compliance. Buy in,
not acquiescing. Here are three pointers to help you generate ownership in your team.
People don’t listen to you, they listen to what they tell themselves. So find out what
people are saying to themselves. Take some time to hear what people are saying,
especially to themselves. It is key that you contextualize the conversation. Tell people
you want to hear their ideas for their department. Make sure that, when people use
the time to complain, you acknowledge the complaint and then ask for their ideas
regarding solutions. This requires that you take the time to hear not only from those
who report to you (what they think you want to hear). But go ahead and listen to what
is going on at those people at the key levels of the organization.
Ask questions like: “What is the biggest possibility/opportunity here if everyone
engages?”, “What is the best thing you have done in the last 3 months?”, “What is
most important to the people on your team?”. And when you communicate, reflect
back what you heard. Don’t ask, “What is wrong?”, “Who is responsible for this mess?”
Listen. When people feel they have been heard you will be surprised how fast they
listen.
For people to hear you they need hope and commitment - that is, your hope and
commitment. This is your vision context. People who are hopeless do what they have
always done with one singular outcome in mind – survival through the day. But people
with hope do extraordinary things. Hope is generated when you not only share an
outcome possibility, but you declare a clear Point B – where we are going – that is not
too far in the future. Acknowledge Point A and show how you personally are taking
Step 1. Before you ask for commitment declare your own. Invite commitment and then
acknowledge it when you get it. Once you declare your commitment, invite others to
do the same. An invitation is different from an order – it gives people the opportunity to
be aware of their decision. It is not “I am doing this because ‘he said so’” but rather it
is a much clearer personal commitment. An invitation asks for a decision by a certain
time and requires a RSVP. Once you have received their commitment, thank your team
members and then give enough details about the road ahead so that your people are
clear about how to participate.
Coaching Skills for your Leadership... LISTEN, DECLARE, INVITE.
Coaching
Wisdom
Reflect on... your
leadership capacity
(rate from 1 to 10)
• Are you aware of your
leadership strengths and
weaknesses?
• Are you aware of
those behaviors of yours
blocking you from your
evolution?
• Are you aware of your
next developmental
steps?
10. 10
PERFORMANCE
As the business world is rapidly changing, in methods,
needs, technology, and distance, it becomes very difficult
to predict the future. Companies must work on their
adaptability in order to survive by enabling their people
to respond to the new circumstances. Developing their
Collaborative Intelligence would lead directly to that
capability. Collaboration is a composite skill which taps
to a teams’ Emotional & Social Intelligence, and takes
exponential advantage of every available resource. It is a
distinct measurable collective dimension enhanced by
members’ social sensitivity, and empathy.
Collaboration is something much deeper than merely
synchronizing members’ skills and processes. At the very
core of it we find team alignment. Especially in times that
leadership team members bring diverse expertise, aligning
their common beliefs and their behaviors has become the
greatest challenge.
SARGIA Partners has helped many leadership teams to
create their future and align their behaviors towards their
commonly agreed vision and values. With our proprietary
LTATM
program we helped them develop their trust, to
open their communication channels and cascade their
goals throughout the organization, as well as to find ways
to constructively resolve their conflicts.
The most important aspects of leadership alignment
are to develop a shared understanding, to define their
existence as a team, and to create a safe and supportive
environment that fosters collaboration. We encouraged
shared accountability and transformed leadership
members to be fully engaged and committed to their vision
and values. It is very important for the organizations to
realize that alignment starts at the top and that leadership
is responsible for manifesting their agreed behaviors and
be the role models for everyone else.
They are the ones to inspire others to success, and
recreate their future. When teams come into alignment
everything seems easy. There is a feeling of confidence
and achievement orientation, while each member sees
their colleagues as their alter ego in the common effort into
shared goals.
Collaboration in an aligned team represents a more
promising and effective way forward. Research suggests
the key reason why some leadership teams fall is that
its members are ill-prepared to make the transition from
individual contributor to team member. We in SARGIA start
with the premise that the team is a living system, a learning
team – more than the sum of the individual parts.
LE ADERSHIP TEAM ALIGNMENT
The Power of Leadership
Alignment by Georgia Kartsanis
CEO/Founder of SARGIA Partners, Leadership Coach
Reflect on…your team/organizational
collaboration level (rate from 1 to 10)
• Our vision and values are clear
• Our behaviors are aligned towards our vision
• We have open cross-functional communication
channels
11. 11
PERFORMANCE
The system has behavior affected by the individuals’
personal visions, mental models and behaviors. Therefore,
understanding how the system and the individuals work
and developing a shared vision and commitments for
the future, on personal and teamwork mastery, are
fundamental to collaboration.
We encourage leadership members to share their
knowledge and create a culture of continuous learning.
This unlocks their creativity and enables them to develop
trust and better decision making.
Developing their interdependence, working together
and in accordance provides them with a competitive
advantage, and they achieve high performance standards
by tapping to their competencies. Their organization
becomes resilient and agile to environmental changes,
enabling all stakeholders for a holistic approach.
We in SARGIA recognize the importance of creating
team synergy through aligning behavioral
transformation.
Testimonial from the CEO
“The SARGIA PARTNERS workshop has been great for
our company. Everyone needs to step back, survey and
profile their vision while examining core competencies
and discovering just what makes their company and
each other colleague invaluable. SARGIA PARTNERS
supplied the insights and the tools to discover, develop
and bond the team, such as to deliver effective results
within a great learning culture. The whole team came
away from the session with tangible results and actions,
which we could put into practice immediately. SARGIA
was able to accomplish that task while at the same time
keeping their audience engaged in a wonderful manner.
Truly an one of a kind experience!”
LE ADERSHIP TEAM ALIGNMENT
C
ASE
STU
D
Y
Expanding
organizations’
capacity for
creating their
future
Define
expectations and
create awareness
AWARENESS
Develop shared vision,
values and reframing
behaviors Workshop
REFRAMING
BEHAVIORS
Recalibration of
commitments vs
expectations
RECALIBRATIONS
Action plan for
cascading and
measurable outcomes
PLAN FOR
MONITORING
PHASE 1 PHASE 2 PHASE 4PHASE 3
The SARGIA Partners Solution
• We started with an online Team Effectiveness
survey, a self-insight assessment, and individual self-
awareness coaching sessions. We identified what
unique styles and skills each team member brought
to the group and the shortfalls on team alignment.
• The executive team went through a two-day
team alignment workshop where, with our unique
methodology, they developed a compelling shared
vision and commitments for implementing this.
This shared vision then created the context for
mobilizing the individuals and the team toward
changing certain behaviors that were blocking their
effectiveness. Real-time feedback and experiential
exercises enabled the team to surface and deal
with the relationship issues that had been holding
back team performance. This increased openness,
created deeper connections, and heightened
excitement about the changes that were underway.
The Challenges
> The “young” Greek subsidiary of a multinational
green energy company was experiencing significant
growth while the management team needed to come
together to work as a cohesive group and build a
clear sense of shared vision and values.
> A variety of complex reporting lines were creating
silos in communication between the executive team
members and accountability issues.
12. 12
PERFORMANCE
Taking Transformational Leadership
to New Levels of Effectiveness
LEADERSHIP AGILITY
by Bill Joiner
MBA, EdD
Co-author of the Leadership Agility book
and President of ChangeWise
Leadership
Agility
The pace of change is accelerating. Every company’s
business environment is becoming more complex and
interconnected. These powerful conditions require leaders
and organizations who can exercise new levels of “agility”.
But what, exactly, is leadership agility? How do you assess
it, and how can you put your leaders on the path to the
kind of agility that will make them more effective in today’s
turbulent world?
Competency models tell us what worked well in the past. But
what does effective leadership look like in an unprecedented
new era where the pace of change is accelerating and
success requires the management of increasingly complex
relationships?
13. 13
PERFORMANCE
What is Leadership Agility?
Leadership agility is the ability to
lead effectively when rapid change
and uncertainty are the norm and
when success requires consideration
of multiple views and priorities. It
requires a process of using enhanced
awareness and intentionality to
increase effectiveness under real-
time conditions: stepping back from
whatever one is focused on, gaining
a broader perspective and bringing
new insight into what needs to be
done next.
Levels of Leadership Agility
Our research shows that leaders
grow through a series of predictable,
learnable, “agility levels” that are
based on well-documented stages
of personal development; and as
they grow through the following three
levels of leadership agility, they evolve
from tactical problem-solvers into
strategic managers, and then into
farsighted, capacity-building leaders,
always retaining the skills they gained
at previous levels:
• Expert: Leaders who use their
technical and functional expertise
to make tactical organizational
improvements, supervise direct
reports, identify and solve key
problems, and sell their solutions to
others.
• Achiever: Leaders who set clear
organizational objectives, lead
strategic change, motivate and
orchestrate team performance, work
across boundaries, and step up to
challenging conversations.
• Catalyst: Those rare leaders who
operate at this level are visionaries
who can lead transformative change,
develop agile organizations and highly
engaged teams, and collaborate
with others to develop creative,
high-leverage solutions to thorny
organizational issues. (Currently,
only about 5% of managers act with
consistency at this level).
Work first with your Executive Team
No culture change effort is likely to be
successful unless the organization’s
top executives champion it (Kotter,
1996). When a change in leadership
culture is needed, especially toward
the Catalyst level, full-fledged
leadership of the change by the
executive team is absolutely essential.
This team needs to learn to embody
the new culture in its daily interactions
with one another and with those
they lead. The pace of change
and degree of interdependence in
today’s global business environment
demands that corporations develop
organizations where at least the top
tiers of management are capable of
functioning at the Catalyst level.
To rise to this historic challenge,
organizations need to help many of
their Achiever senior managers grow
into the Catalyst level and many
of their Expert middle managers
develop to the Achiever level. And
they need to focus not just on
the development of individuals,
but also on the development of
leadership teams and the leadership
culture. The task of bringing a
leadership culture to a new level
of agility is not something that can
be accomplished by a few heroic
leaders. It is necessarily a collective
undertaking.
Make sense of the world from a “Higher” Place
LEADERSHIP AGILITY
LEADING
CHANGE
Catalyst
Level
Achiever
Level
Expert
Level
LEADING
TEAMS
PIVOTAL
CONVER-
SATIONS
Research shows
that the most
effective leaders
in complex,
rapidly changing
environments
are those who
can operate with
consistency at the
Catalyst level
14. 14
PERFORMANCE
It is Time to Develop
“Bigger” Minds
BRAIN SCIENCE
At corporations human behavior is based on how the brain works.
Understanding the conscious and unconscious underpinnings of this
behavior helps us to make organized interventions because it enhances
our understanding of why we do what we do.
Complexity, volatility and stress are not going away. In every
corner of our organizations, the heat is on to do more with
less, do it quickly and show results. Threats – real and
perceived, low-grade and intense – are everywhere.
HERE’S THE PROBLEM: when your brain reacts to
perceived threat, you are less likely to be creative, optimally
solve complex problems, make connections, see new
perspectives and be productive.
“When experiencing perceived threat, the prefrontal cortex
of your brain, which is responsible for higher order analysis
and thinking, goes off-line,” explains Carol Connolly, a
CCL senior faculty member. “This reaction is perfect wiring
for physical danger and survival but not the best time to
make a strategic business decision. You’ve been hijacked
at a time when you need to be at your best.”
The connection between stress and brain function is one
area of neuroscience that will change the landscape of
leadership development. Advances in neuroscience are
giving us insight into how people learn and remember,
how we manage our emotions, how we behave in the
moment, and how we build long-term resiliency.
With the advent of fMRI technology, we now have a chance
to infer what is going on inside the brains of leaders so that
we can augment “external” behavioral and psychological
approach to leadership development with an “internal”
understanding of the brain functioning. “When the brain
is examined in the context of personal or organizational
development, it can provide amazing insights and can also
provide a template for targeted strategies in accelerating
the execution of strategy” writes Dr. Srini Pillay in his book
“Your brain and business”.
Advantages of brain-based
interventions
1
2
3
4
5
They target relevant brain functions
which may be suppressed during anxiety
They provide a system to use in various functional
situations that is research-based
They target unconscious influences
They repackage older information so
that it is more digestible
They allow for distancing from the self during
heated situations
15. 15
PERFORMANCE
SARGIA PAR TNERS
SARGIA’s global network of affiliations includes a Global
Network of Support:
An international organization which provides Master Level
Learningoncoaching,bringingthemostadvancedresearch,
industry tools/techniques and coaching methodologies to
today’s people-shapers around the globe.
The new frontier in global human capital development
using techniques that optimize your brain’s function-
and keep them optimized. Topics range from increasing
organizational agility, to leading change and enhancing
innovation.
Developer, with Cambria Consulting, of the Leadership
Agility 360, the only online feedback instrument that
assesses research based levels of leadership agility.
Services
SARGIA’smethodologiesandtoolsarerootedinbehavioral
and brain sciences. They have drawn from the best
research and practices of Behavioral and Developmental
Stage Sciences, Neuroscience, Learning Organizations’
Disciplines and Advanced Coaching Methodologies to
develop the systemic and transformational leadership
development solutions that are:
MasterNous TM
Leadership Coaching
NeuroCoaching
Interventions
Leadership Brand
Consultancy
ORA TM
Organizational Resilience and Agility Architecture
LTA TM
Leadership Team Alignment
Leadership Agility 360o TM
The Center for Advanced Coaching (CAC)
The NeuroBusiness Group (NBG)
ChangeWise
Who is SARGIA Partners
Align leaders’ behaviors
to transformation strategy
Inspire leadership to develop
Bigger Minds with vision,
mindfulness and agility
Embed a culture of resilience
and agility in organizations
who want to play to win
16. Reinventing Leadership
for the New Era
We are catalyst for organizations’ sustainable
transformation and growth
Contact us: office@sargiapartners.com or visit www.sargiapartners.com
