Training & seminars
Every programme below is modular. Take a whole training, or take the modules that address what your managers are actually struggling with.
Managing in Mauritius means leading a team that changes language depending on the subject, inside an organisation where people rarely contradict their superior in a meeting.
6 trainings
Selling in Mauritius means selling into a market where everyone knows everyone and the relationship comes before the transaction.
1 training
Understand how you work before trying to adjust how others do, with DISC and the Enneagram, two models in which the firm's founder, Alain Palacios, is certified.
3 trainings
When the problem is not a missing skill but a team that no longer works together.
1 trainingAll trainings
Sales
Selling in a market where the buyer already knows you and will see you again next financial year. Two days to qualify what the client really needs, build the argument around it, handle the objection behind the objection, and negotiate without conceding the margin.
Communication and self-awareness
Two instruments that answer different questions: DISC describes how a person behaves, Driving Forces describe why. Two days, an individual report for each participant, and a relationship strategy worked out on the colleagues who are hardest to reach.
Seminars & team coaching
For a team that no longer decides, two departments passing responsibility back and forth, or a group reshaped after an acquisition. Where a seminar settles one question in two days, team coaching changes a way of working over four to six months.
Communication and self-awareness
Understand why you communicate the way you do before trying to change anything. Two days with DISC and the Enneagram to spot your reflexes, see the situations where they cost you, and gain the flexibility to reach people who do not work like you.
Management
The firm's core programme, and the first one most Mauritian participants follow. Three days to stop settling things case by case: set a framework, correct without humiliating, delegate for real, and hold the one-to-one that the diary always drops first.
Management
When your best person gets an offer from Canada or Australia, the raise you can give does not compete. Two days on the levers you really control: autonomy, recognition, visible progress and meaning, adjusted person by person.
Management
Managing at a distance is not doing the same thing through a screen, and in Mauritius the distance is often in hours before it is in kilometres. One day to set clear rules from the start, write objectives that can be read without you, and keep rituals that do not wear away.
Management
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to build yours, decide what deserves a place on it, and run the daily meeting so the team takes ownership of it rather than putting up with it.
Management
The same feedback produces a useful rethink in one person and a month of withdrawal in another. One day to recognise your profile, read your team's, and stop managing everyone as if they wanted what you want.
Management
In Mauritius, a reorganisation announced in a meeting often gets silent agreement, and the objections show up three months later in the results. Two days on Kotter's eight steps, applied to a change you are actually leading.
Communication and self-awareness
The long format, with a third day a few weeks later. Three days to place your profile, understand what is triggered under pressure, and hold your position without attacking or giving in, once the tools have been tested against real situations.
