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Growing Leaders

Program Outline
MIT (Maximum Impact Training) founded in 2005, focuses on developing the leadership and teamwork skills of the current and future leaders in Egypt. In alliance with Signature Research, USA, experientially based training is effectively used to discover student's strengths, learn effective people skills and develop a vision for their future in partnership with Growing Leaders, USA we have launched the Habitudes series, a ground breaking leadership program that teaches life and leadership principles, loaded with striking images and interactive exercises, to help students learn and practice leadership. Our mission is to grow leaders who will transform society. This program has been taken by more than 80,000 students in more than 14 countries.

Habitudes series:

Habitudes 1: The Art of Self Leadership 
The major themes discussed are: 

          • The development of character
          • Self-discipline
          • Personal values 
          • Responsibility 
          • Initiative 
          • Self-esteem 
          • Time management 
          • Social networking 
          • Positive attitudes regarding conflict  
          • Personal growth plan for their lives 

Habitudes 2: The Art of Connecting with Others 
We must learn how to connect with others before we lead them.
13 Images dealing with topics such as:

• Humility
• Conflict Resolution
• Communication
• Building Trust
•  Listening

Habitudes 3: The Art of Leading Others
We discover how to lead and influence those around us.
13 Images dealing with topics such as:

•Focused Vision

• Problem Solving Skills
• Team Building
• Planning and Strategy
• Leveraging Positive
• Influence 

Habitudes 4: The Art of Changing Culture
Through leadership we can transform organizational culture.
13 Images dealing with topics such as:

• Strategy
• Strength-based Leaders
• Building a Tribe
• Creating Community
• Contagious Behavior

Decision traps

What Leaders Really Do

  • The Difference between management and leadership
    • Setting a direction vs. planning and budgeting
    • Aligning people vs. organizing and staffing
    • Motivating people vs. controlling and problem solving
  • Creating a culture of leadership

The Work of Leadership

Program Outline
  • Get on the balcony
  • Identify the Adaptive challenge
  • Regulate Distress
  • Maintain Disciplined Attention
  • Give the work back to people
  • Protect voices of leadership from belo

Boosting your team's productivity

Program Outline
  1. Managing a Team Versus Managing The Individuals On a Team
  2. The Three Essentials Of an Effective Team
  3. (Commitment, Competence, Common Goal)
  4. Why Some Teams Succeed (and so many Don’t)
  5. 3-D Chess (Working in Three Dimensions)
    1. The individual level
    2. The group level
    3. Interactions on the cross-boundary level
  6. Six Steps Toward Making a Team Innovative

Overcoming Team Conflicts

Program Outline
  1. Bury your opinion, shortchange your team
  2. Tension in teams
  3. Handling conflict in teams
  4. Why the members of your team won't speak up and what you can do about it.
  5. Team

Managing communication within Diverse and virtual teams

Program Outline
  1. Motivating Across Generations
  2. Virtual Teams
  3. The Art of Managing Virtual Team

Teaching Smart People how to learn

Program Outline
  1. How professionals avoid learning
  2. Defensive Reasoning and Doom Loop
  3. Learning how to reason productivel

Crucibles of Leadership

Program Outline
  1. Learning from difference
  2. Prevailing over darkness
  3. Meeting great expectation

The Discipline of teams

Program Outline
  1. Difference between Groups and teams
  2. Criteria of effective teams
  3. Types of teams
    • Teams that recommend things
    • Team that make or do things
    • Teams that run things
  4. Building team performance
    • Establish urgency, demanding performance standards, and direction
    • Select members for skill and skill potential, not personality
    • Pay particular attention to first meetings and actions
    • Set some clear rules of behaviors
    • Set and seize upon a few immediate performance-oriented tasks and goals
    • Challenge the group regularly with fresh facts and information
    • Spend lots of time together
    • Exploit the power of positive feedback, recognition and reward

What you don’t know about making decisions

Program Outline
  1. Decision as process: Inquiry Versus Advocacy
  2. Constructive Conflict
  3. Consideration
  4. Closure
  5. Deciding too early
  6. Deciding too late
  7. A litmus test
  8. Multiple alternatives
  9. Assumption testing
  10. Well-defined criteria
  11. Dissent and debate
  12. Perceived fairness

Listening to people

Program Outline
  1. The unused potential
  2. Gap in training
  3. Ways to improvement
  4. Tracks and sidetracks
  5. Case of disenchanted listener
  6. Rules of good reception
  7. Listening for ideas
  8. Emotional filters
  9. Benefits in business
  10. Less paper work
  11. Upward communication
  12. Human relations
  13. Listening to sell
  14. In conference

How to run a meeting

Program Outline
  1. Functions of a meeting
  2. What sort of a meeting?
  3. Kinds of meetings
  4. Before the meeting
  5. Defining the objectives
  6. Making preparation
  7. The chairman's job
  8. Structure of discussion
  9. Conducting the meeting
    1. Dealing with the subject
    2. Dealing with the people
    3. Control the garrulous
    4. Draw the silent
    5. Encourage the lash of ideas
    6. Watch out for suggestion-squashing reflex
    7. Come to the most senior people last
    8. Close on a note of achievement
  10. Following the meeting

Creative meetings through power sharing

Program Outline
  1. Conditioned responses
  2. Rejection and approval
  3. Pointing out flaws
  4. Climate of approval
  5. The judicious manager
  6. Recognize other's value

Nobody trusts the boss completely- now what?

Program Outline
  1. The limits of trust and candor
  2. Building and destroying trust
  3. Learning to recognize signs of trouble
  4. Turning hints into information
  5. Building information networks

The hidden messages managers send

Program Outline
  1. Managers' words and their images
  2. The office and place of business
  3. Body language and paralinguistic
  4. Reading the message

How management teams can have a good fight

Program Outline
  1. Focus on the facts
  2. Multiply the alternatives
  3. Create common goals
  4. Use humor
  5. Balance the power structure
  6. Seek consensus with qualification
  7. Linking Conflict, speed, and performance

Primal leadership: the hidden driver of great performance

Program Outline
  1. No way! yes way
  2. The science of moods
  3. Call that CEO a doctor
  4. Taking stock
  5. "Who do I want to be?"
  6. "Who am I now?"
  7. "How do I get from here to there?"
  8. "How do I make change stick?"
  9. "Who can help me?"
  10. Mood over matter

The leadership lessons of Mount Everest

Program Outline
  1. From Gettysburg to Everest
  2. Lessons
    1. Lesson 1: Leaders should be lead by the groups' needs
    2. Lesson 2: Inaction can sometimes be the most difficult – but wisest - Action
    3. Lesson 3: If your words don't stick, you haven’t spoken
    4. Lesson 4: Leading upward can feel wrong when it's righ