​Over years of working with leadership teams, the one common factor that lay ahead as a sticky point was how to get in bed with the new generations.
 
Most leadership teams comprised IQ driven leaders who were struggling with the newness of what was expected of them. Those who acknowledged their lack of fit for the future hired coaches. Others enforced authority even more, allowing ego to take center stage. 

Leadership development was a huge component of the Culture Alignment initiative that Sylvia was helping Janice with. As CEO, she needed an agile team, one who was ready for any challenge, armed with tools of resilience. 

The team was made up of 13 members, each owning their own channel of business while ensuring they were focused on the one Vision and Mission of the organization.

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The Culture Alignment program began with a Town Hall facilitated by both Janice and Sylvia who were subject matter experts in their respective fields. Both C-suite and Sales teams were to kick off sessions first. They were closest to bumping up revenue immediately. 

Module by module they were given bite-sized pieces of tools that would augur well for their respective fields. Sales people were exceptionally excited as they were promised strategies of how to deal with difficult clients. Turning this group of people around would matter a lot to their bottom-line results. 

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Having left the corporate world in a run down, burnt out state, he was adamant never to let that happen again. Family were neglected while his priority lay in building a career. Not unusual for many he re-invented himself over two years, fueled by a passion to help others see the light before they manifested disease. 

He was not conscious of decisions he made. Neither did he realise the impact on family and friends. Consequences were grave. Relationships started to fall down, disintegrate. 

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