Leadership training is offered by Babcock Business Strategies for all skill level. Brian's lexicon is based on the 'do-it, try-it, fix-it' bias, as opposed to the 'complicate-it, debate-it, and beat-it-to-death' syndrome.
Leadership training is offered by Babcock Business Strategies for all skill level. Brian's lexicon is based on the "do-it, try-it, fix-it" bias, as opposed to the "complicate-it, debate-it, and beat-it-to-death" syndrome.
Babcock Business Strategies (BBS), owned by Brian Babcock, is a consulting company focused in the areas of corporate strategy, negotiations, and corporate financial planning.
His work is focused on providing substantive improvements to clients' revenues, productivity and growth. Brian's belief, although somewhat contentious, is that profit is a derivative of all economic inputs.
Including and perhaps most importantly, the input of employees. Brian doesn't write reports: he provides the methodology, skills and toolset required for his clients to grow and prosper in today's economy.
The Managing Change – Key Leadership Skills program is designed to help you develop your skills and abilities so you can lead your organization to new levels of excellence, and so you can also enjoy increased positive relationships and personally rewarding experiences.
We will work with you and your organization to identify the needs and develop a process or program to provide you with the tools you need to reach your desired outcomes.
Toxic workplace cultures are well-defined and ravaged workers are leaving in pursuit of better places to work. Would you like to make your corporate culture the place everybody wants to join? Do you want “ready to use” ideas to improve culture?
People in leadership are often bogged down with tasks. Delegating can not only free up their time for effective leadership, but it also empowers junior employees with responsibility.
This training will help you develop your ability to create leaders around you and will lay the foundations for the multiplication of your leadership.
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