The Centre for Conscious Leadership (CCL), a South African consulting organization specializing in leadership learning and transformation, has a formula for helping businesses to enhance operations, increase productivity and improve profit margins. The service is based on direct, system-wide, people-focused intervention and learning.

It is a concept that is fast gaining recognition across many sectors, industries and market segments explains Vicki Shaw, CEO of CCL.
“It is fair to say it has the attention of people positioned at the very top level of management in companies. These decision makers show an increasing appreciation for the fact that the human resource needs to have a place of priority in the overall strategy within the organization. The basic premise – if people develop, the business develops. And people really begin to develop when they are encouraged to take a leadership role in their personal and business lives,” says Shaw.
“As a leader in the specialized field of interventions we focus on improved ways of working, optimizing interpersonal dynamics and collective accountability to deliver sustainable performance,” adds Shaw. “There is measurable benefit in what we are able to achieve in workshops, and these can be tailored to meet exact client requirements.”
Consultants from CCL are qualified in the science of organizational psychology. The core purpose or vision of CCL is to inspire individual, team and organizational excellence through learning and conscious contribution.
Recently representatives from the company hosted a workshop with employees at MicroZone PR, a Pretoria-based IT public relations service provider.
“We had heard a great deal about the CCL method of intervention at corporate level and our requirement was to learn more about one another and how we could improve our team dynamic – which is absolutely crucial within a public relations environment,” explains Pieter du Plessis, owner and account director at MicroZone PR.
The results of the comprehensive one-day session was very positive, says Du Plessis.
“It was both refreshing and interesting to be presented with the opportunity to view the business from a different angle.  The facilitators from CCL were clear in their communication and approach, and genuinely interested in how we work and what we had to say, as individuals and as a team. I feel the experience has left us inspired to meet challenges head on, to strengthen those areas that could benefit from more attention and to raise the standards of our national operation.”
The workshop is used as a mechanism to facilitate one-to-one and group discussion. The first step is to create a so-called ‘container’ environment, a neutral zone or ‘safe’ environment in which participants are encouraged to speak about their roles in the company, strengths and weaknesses, perceptions, communication processes and much more.
“Our company was given the opportunity to review the interpersonal dynamics of the team and it was a very worthwhile experience. It helped to clear up any misunderstanding, to reinforce general and individual strengths and identify possible areas within the team that could do with some attention. From a management point of view, interaction at this level can only enhance productivity – people know precisely where they stand and what the common objectives are.
"Put simply, we can all go in the same direction and make progress if everyone is on the same page in terms of priorities and goals,” adds Du Plessis.
Workshop facilitator and director at CCL, Michael Scott, adds: “The objective is to bring people as individuals, and eventually as a group or team, to a point where they can engage themselves and others to tap into the leadership potential that everyone has. We must remember that the term ‘leader’ or ‘leadership’ is not necessarily confined to someone in authority that makes key decisions and expects follow through within the team. Our team interventions focus on improved ways of working, optimizing inter-personal dynamics and collective accountability to deliver sustainable performance."