How to create a functioning team that generates results and works with enthusiasm?

How to work with our own potential, and potential of others?

How to create environment where it is possible to be truly productive?

How to foster client focus in our teams?

Answers to these questions form pillars of our Accelerate leadership program, which can be tailored to your need for junior or senior managers. This program primarily develops following leadership competencies:

  • Performance management and achievement of results
    Defines objectives and standards both for themselves and for their team, and regularly measures progress in realisation and continuously works on fulfilment or exceeding of expectations.
  • Strategic thinking
    Based on trends and the situation on the market, defines strategic direction and priorities, creates a strategic plan and processes it into short-term and midterm goals.
  • Change management
    Initiates and implements changes in the organisation so that they can be adopted, and leads to expected results.
  • Perfect cooperation
    Cooperates across the company, arranges and creates joint solutions for the customer. Acts with empathy and builds long-term partnerships and relationships.
  • Business context and client focus
    Well understands business principles, various systems, processes and functions in the organisation, which enables quick orientation and a clear view. Has clarity in business and knows how to cope and create optimal solutions for the client.
  • Coping with ambiguity and decision-making
    Not afraid to act without major planning and analysis and also fulfils company’s valid strategy. With sufficient self-confidence to negotiate and make decisions. Effectively copes with changes, and is not distracted by sudden changes in the situation. Manages risk and uncertainty.
  • Innovation
    Monitors development of the market and the field, and recognises new opportunities. Knows what moves the market and is able to predict trends. Supports innovative thinking in the team and knows how to get creative individuals involved. Adjusts the ways that things are done when necessary.

Our goal and mission for attendees of our leadership programs is to create environments in their teams where people feel motivated and find purpose in their work, ultimately reflected in their performance and long-term prosperity.


What Aleš Peterka,
Business Director of Iron Mountain, said about cooperation with us

Are you a manager and do you want to go for it?
Are you an HR professional and do you need to find out more about the program?






Why should we care about people with talent and potential for growth at our company?

How can we select talented people, and how should we communicate about it (or not) across the company?

How can we accelerate (and not exaggerate) talent development?

How can talent be retained at the company and how can we transform investments into specific results?

Success of talent programs is not in their contents, scope of training, mentoring or other educational activities, but rather in the willingness and ability of talents to accept responsibility for their own development. It is necessary to clarify, support, and cultivate. Our experience and best practice can be summarised in following priorities:

  • Identify talents together with managers based on performance and potential
    In the beginning, it is necessary to win attention of senior management to nominate candidates for selection who – besides being good performers – also possess potential, talent, and willingness. Sometimes, nominees for talent programs are high performers with whom managers don’t know what to do. Evaluating who will be successful 1 or 2 levels higher to their current position is not an easy task. Different criteria influence and predict future success, such as self-awareness, ability to learn, drive, and empathy.
  • Execution of development plans must occur on the job, not in training
    Real chance for development starts after excited talents return from training to their work desk and hold action plans in their hands, focused on implementation of what they have learned. Experience shows that it is critical to have direct manager’s attention and support for talent’s objectives/plan, so that they can together find a way to realise the plan. It is otherwise likely that talents will be absorbed by regular work responsibilities.
  • Work on real projects is a source of inspiration and learning
    The 70-20-10 rule leads today’s development programs to a single finding: the more you manage to realise development on actual tasks/projects, the greater the added value for the entire company. Project work requires cooperation with people who are not in direct reporting line, in many cases with people from other departments of the company or from abroad. Complexity of assignments, need to become familiar with new areas of business, cooperation in virtual teams remotely – all of these are significant sources of new experiences which become significant sources of learning (even though they usually lead to certain levels of frustration).
  • Talents need to be given new challenges
    Talents need to be involved even after attending talent programs – making them responsible for interesting projects, maintaining their connections with each other and their sense of belonging, which usually develops during the program. This group is the most at risk to leave the company. They have been set on their journeys, waiting for new opportunities, and usually not ready to be patient. It is necessary to keep them in the spotlight, otherwise they will be subject to attractive offers from outside.



What Daniela Razimova,
Chief HR Officer at Home Credit, said about cooperation with us

ico-contactIs the topic of talent potential utilization your responsibility?
Or would you like more extensive advice about this topic?