Dr. Faig holds a Ph.D. in Education and Training, and a Masters Degree in Education. He is an expert in introducing, designing, implementing, and developing human resource management programs covering human resource strategy and procedures, leadership and development evaluation, succession planning, and competency models. Over the past fourteen years, he has worked in the United Arab Emirates as a Director of Training Development and Learning, and Consulting Departments in various institutions such as Telecom, RTA, and Innovation Point Consulting. He has worked in many organizations in teh three sectors (public, oil and gas, and private sector) in addition to teh armed forces. His experience extends for more than 25 years in building human capital, where he participated in the development and organization of many international, regional, and local projects, workshops, and seminars in the field of management and development as an executive coach. His executive record has brought unprecedented results for senior executives and entrepreneurs. He supervised, mentored, and coached high-level executives in both teh public and private sectors in teh MENA region. He participated in many studies, research, and advisory services dealing with management and development, and led various training and consulting projects in teh Middle East and North Africa region.
Leadership is not about personality; it’s about behaviour—an observable set of skills and abilities. This is what makes the difference in leading and about continually demonstrating effective leadership.
The Leadership Challenge is a practical, engaging program that sharpens the effectiveness and efficiency of leading others.
The program is based on 25 years of research and application by Jim Kouzes and Barry Posner. They first set out to discover what great leaders actually do when they are at their personal best, we collected thousands of stories from ordinary people—the experiences they recalled when asked to think of a peak leadership experience.
Despite differences in culture, gender, age, and other variables, these “Personal Best” stories revealed similar patterns of behaviour. In fact, we discovered that when leaders are at their personal best there are five core practices common to all, they:
Three decades later, The Five Practices of Exemplary Leadership® model continues to prove its effectiveness as a clear, evidence-based path to achieving the extraordinary—for individuals, teams, and organizations. It turns the abstract concept of leadership into easy-to-grasp Practices and behaviours that can be taught and learned by anyone willing to step up and accept the challenge to lead.
As measured and validated by the Leadership Practices Inventory (LPI)—one of the most widely used leadership assessment instruments in the world—ongoing studies consistently confirm that The Five Practices and assessment tools are positively related to both the effectiveness of leaders and the level of commitment, engagement, and satisfaction of those that follow.
Model the Way
Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it stops action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Inspire a Shared Vision
Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.
Challenge the Process
Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.
Enable Others to Act
Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.
Encourage the Heart
Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.