Development of General Leadership Skills and Competencies
Objective of the training:
The goal of the training is to develop leadership skills and competencies that enable participants to start an independent business or lead a company of any size, while clearly understanding that the most important part of any business is the people working in it, and that the greatest capital of a business is the creativity of those people. Therefore, a business must be led in a way that our professional and human skills and competencies support employees in feeling good at work and allow their abilities to unfold freely.
Modules – Moral Approach in Business
Development of General Leadership Skills and Competencies
Elements of the training:
Marketing
The aim of this module is to introduce what marketing actually is.
Marketing is a discipline that enables us to identify market segments, recognize the different needs of these segments precisely, and—by understanding the characteristics of the product we want to sell, the pricing flexibility available to us, and the surrounding market and competitive environment—formulate the appropriate message through which we can successfully sell the desired product to the desired segment. During the training, we will become familiar with concepts such as the 4Ps, 5Ps, market size, market research, seasonality, adoption curves, life cycles, and the principle of “small margins, high volume”.
Finance
The aim of this module is to provide basic financial knowledge and clarify the role of finance in the life of a business.
Finance is a discipline in which all business activities are reflected and translated into a common unit (HUF), making them comparable. Everything connects logically, and problems and tasks become immediately visible—the numbers do not mislead. We become familiar with the three key financial indicators: balance sheet, profit and loss, and cash flow, and explore the relationships and differences between them.
Social Enterprises 1
The aim of this module is to help participants perceive that since businesses are created by humans, they inevitably carry human characteristics; the success of a business depends on the people working within it.
In communities and companies, humans create the social environment; here, natural laws no longer dominate—different rules and laws apply. However, every social structure created by humans carries the characteristics of the human inner world. Therefore, by understanding human structure and functioning, we also gain insight into the structure and functioning of the social forms created by humans.
These essential characteristics include the fact that humans have a biography—a clearly identifiable life story—since they are born, grow, and develop. Their development has well-defined and distinguishable phases, and can be divided into three parts: thinking, feeling, and will—forming a threefold structure.
It is important to understand that since the social world is created by humans, there is also a moral responsibility in how it is operated.
Social Enterprises 2
The aim of this module is to experience in practice the theoretical foundations of the Social Enterprises 1 module. Participants will experience what they are capable of and how much truly depends on them.
We learn the steps from idea to implementation. We examine why and how social enterprises are formed and what they need for successful operation. We experience the importance of human creativity and the power of cooperation in business leadership. We become familiar with the leadership skills required to operate a business.
Modern businesses increasingly realize that if what they communicate externally does not align with what they feel internally, they enter an internal moral crisis that is unsustainable and undermines the company from within. This is further reinforced by the growing awareness and engagement of people, who are no longer satisfied with empty slogans—they want to look behind the scenes and verify authenticity.
Businesses are also beginning to realize that people today are far less controllable from the outside. However, if they are involved in decision-making and provided with a free environment, they gain wings and find solutions instead of excuses. Leaders then recognize the enormous internal resources of their organizations and understand that the greatest capital of a business is the creativity of its people.
No matter how great creativity is, structures are needed to support it and to serve employees. For this new way of operation and new organizational forms, we ourselves must also change our way of thinking.
Conflict Awareness
The aim of this module is to help participants realize through personal experience that conflict is a necessary part of life, as it is the driving force of development.
In the life of any company, conflicts will always exist, because wherever people work together, friction inevitably arises. Conflicts often appear to be disturbing factors—they hinder our work, require time, and negatively affect the working atmosphere. As a result, we tend to deny them or sweep them under the rug instead of solving them. However, conflicts and resistance are the engines of dynamics and further development. Where there are no disagreements or debates, there is no change. Conflict is an opportunity for change.
Crisis situations reveal where learning is needed and where a company has opportunities to move forward. Conflict is always both a danger and an opportunity.
Simply understanding conflict as an opportunity already changes how we view it. If, in addition, we are given tools to handle conflicts constructively, we can provide tremendous support.