CLIENTS & CASES

MINISTRY OF DEFENSE - SAUDI ARABIA

Ghaleb designed a ten-month leadership development program for 150 senior leaders at the Ministry of Defense, grounded in Harvard’s Adaptive Leadership framework.

The program placed participants’ real individual and institutional challenges at the center of the developmental journey, strengthening leadership capacity in service of Saudi Vision 2030.

• Built the leadership skills needed to drive real, effective change in a fast-shifting environment.
• Sharpened the ability to lead self, others, and institutions amid accelerating change.
• Applied Harvard’s Protocol for Peer Coaching through small groups that exchanged counsel, support, and knowledge.
• Conducted personal assessments and one-to-one coaching to apply each participant’s personal development plan (PDP).
• Delivered intensive workshops in strategic thinking, negotiation, artificial intelligence, and talent development.

MINISTRY OF INTERIOR - SAUDI ARABIA

Ghaleb designed a ten-month leadership development program for the Ministry of Interior’s top 30 executives, grounded in Harvard’s Adaptive Leadership framework and aligned with Saudi Vision 2030.

The engagement included an intensive week-long program at Harvard University in the United States, featuring distinguished speakers in leadership, international relations, crisis management, and negotiation.

• Built the leadership skills needed to drive real, effective change in a fast-shifting environment.
• Sharpened the ability to lead self, others, and institutions amid accelerating change.
• Applied Harvard’s Protocol for Peer Coaching through small groups that exchanged counsel, support, and knowledge.
• Conducted personal assessments and one-to-one coaching to apply each participant’s personal development plan (PDP).
• Delivered intensive workshops in strategic thinking, negotiation, artificial intelligence, and talent development.

MINISTRY OF MUNICIPAL, RURAL AFFAIRS & HOUSING - SAUDI ARABIA

Ghaleb designed a six-month leadership development program for 25 executives at the Ministry of Municipal, Rural Affairs and Housing, grounded in Harvard’s Adaptive Leadership framework.

The program began with a rigorous analysis of the Ministry’s most pressing current challenges, placing them at the heart of the developmental journey in service of Saudi Vision 2030.

• Embedded adaptive leadership practices and strengthened the capacity to respond swiftly to change.
• Surfaced participants’ latent leadership potential and deepened awareness of themselves and their environment.
• Distinguished the exercise of leadership from authority, and technical problems from adaptive challenges.
• Designed each participant’s development plan and tracked progress through one-to-one expert coaching.
• Adopted a peer-coaching approach to exchange counsel, support, and knowledge throughout the program.

ABU DHABI GOVERNMENT

On August 1, 2007, the Abu Dhabi Government published a comprehensive policy agenda outlining its key goals and initiatives. Based on this agenda, the Government revealed its ambitious 2030 Economic Vision.

Over four years, Ghaleb worked with the Executive Council to design and deliver a comprehensive leadership development program for 115 chief executives and 450 senior directors and managers to achieve:

• Enhanced adaptive capacity by diversifying Abu Dhabi’s economy and reducing reliance on oil as the primary source of economic activity.
• Created a culture of performance and accountability.
• Identified adaptive challenges and named the work ahead.
• Created a shared language around leadership and collective leadership challenges.
• Advanced the value of individual and collective responsibility.
• Built trust among participants, their government departments, and their teams.
• Achieved greater cross-departmental collaboration.

COMMUNITY DEVELOPMENT AUTHORITY - DUBAI GOVERNMENT

To enhance the personal leadership and people-management skills of 7 CEOs, 21 directors, and 60 high-potential leaders within CDA, Ghaleb designed and delivered a holistic, customized one-year leadership program.

The program helped CDA and the participants:

• Advance CDA’s new strategic direction by shifting its business model from service delivery to service supervision.
• Internalize a new set of ideas and tools to mobilize consequential change.
• Develop a portfolio of new strategies to tackle the toughest issues.
• Build greater confidence to communicate, influence, motivate, delegate effectively, and demand responsibility and accountability.
• Assume accountability for results.
• Become effective agents of change in their respective departments.
• Motivate staff to become engaged, proactive contributors to their teams.

MINISTRY OF HUMAN RESOURCES & EMIRATISATION - UAE

Ghaleb designed and delivered a comprehensive one-year leadership program to enhance the personal leadership and people-management skills of 50 senior and high-potential leaders within the Ministry.

The program helped the Ministry and participants to:

• Improve management and leadership skills, roles, and impact on teams.
• Demand and assume accountability and responsibility for peak results.
• Create high-performance teams by aligning behavior with motivation, recognition, and accountability.
• Create engagement by learning how to conduct performance appraisal meetings, communicate difficult decisions, and delegate effectively.
• Learn to diagnose the adaptations and competencies needed to deal with emerging challenges and opportunities.
• Gain new tools and strategies to move the organization beyond the status quo and create the future.
• Develop a portfolio of new strategies to tackle the toughest issues.

DUBAI ELECTRICITY AND WATER AUTHORITY (DEWA)

Ghaleb designed and delivered a Women’s Leadership Program to enhance the leadership and people-management skills of 60 high-potential women leaders within Dubai Electricity and Water Authority.

The program helped participants to:

• Identify and prioritize the adaptive challenges facing DEWA.
• Understand the relationship between leadership and authority, exercise influence, and manage the individual and institutional dynamics of change.
• Enhance people-management and supervisory skills by setting clear objectives and communicating them.
• Overcome barriers to communication in hierarchical relationships.
• Examine people’s motivation and different ways of influencing teams.
• Understand performance management as a dynamic and continuous process.
• Adopt a positive attitude toward new challenges and changes.

GOVERNMENT OF RAS AL KHAIMAH

In collaboration with the UAE’s Ministry of Presidential Affairs, Ghaleb designed a comprehensive leadership program for 120 executives drawn from different government departments and agencies in Ras Al Khaimah.

This program was designed to enhance management and leadership skills by:

• Improving management and leadership skills, roles, and impact on teams.
• Demanding and assuming accountability and responsibility for peak results.
• Creating high-performance teams by aligning behavior with motivation, recognition, and accountability.
• Creating engagement by learning how to conduct performance appraisal meetings, communicate difficult decisions, and delegate effectively.
• Learning how to diagnose the adaptations and competencies needed to address emerging challenges and opportunities.
• Gaining new tools and strategies to move the organization beyond the status quo and create the future.
• Developing a portfolio of new strategies to tackle the toughest issues.

EXECUTIVE COUNCIL - DUBAI GOVERNMENT

Ghaleb assisted the Executive Council of Dubai Government in translating its newly designed competency framework into practical workplace behaviors and attitudes.

He designed and delivered a ten-day program covering people-management and leadership skills to support the Executive Council’s newly introduced competencies.

The program helped participants to:

• Create high-performance teams by aligning behavior with motivation, recognition, and accountability.
• Create engagement by learning how to conduct performance appraisal meetings, communicate difficult decisions, and delegate effectively.
• Make more progress than they have so far on the most important and difficult challenges facing them and their organization.
• What is happening in Executive Council and Dubai? What are the forces working to keep us in the status quo?
• What kind of leadership behavior is required from us, and what does sustainability look like?

EMIRATES COMPETITIVENESS COUNCIL (EEC) UAE GOVERNMENT

Ghaleb designed a program to help the Emirates Competitiveness Council build stronger bonds among its employees.

He designed an emotional intelligence program for 20 middle and senior management professionals, covering:

• Understand the importance of their emotions on their relationships and communications with others.
• Understand the different dimensions of emotional intelligence and how these affect their professional lives.
• Be more confident in managing their emotions in a positive manner.
• Explore the adaptive function of emotions and the emotional process through a reactions map.
• Examine consequential thinking: What is the impact on myself and on others?
• Understand the behavioral, cognitive, and physiological channels.
• Apply direct and indirect measures for emotions.

KUWAIT PETROLEUM CORPORATION

Kuwait Petroleum Corporation (KPC) is one of the world’s major oil and gas companies. KPC faced major challenges in changing regulatory and market environments.

Ghaleb designed a two-tier leadership development program for 50 CEOs and managing directors, along with 350 senior directors and managers from across KPC’s subsidiaries. The program ran over three years in partnership with London Business School (LBS) to achieve:

• Enhanced adaptive capacity by creating a new strategy to shift from an oil company to an energy company.
• Built a common understanding of the overall mission within the context of the holding company, creating synergy among subsidiaries.
• Broke down silos by building high-performance teams able to influence and work across functions and networks.
• Developed change leaders able to manage both the process side and the people side of change.
• Distinguished leadership from authority, and technical problems from adaptive challenges.
• Acquired leadership tools and techniques to identify the most pressing challenges facing KPC.

UNITED NATIONS DEVELOPMENT PROGRAM (UNDP)

UNDP is the United Nations lead agency on international development, working in 170 countries and territories to develop policies, leadership skills, partnering abilities, institutional capabilities, and resilience in support of the Sustainable Development Goals.

Ghaleb was asked to deliver a three-day adaptive leadership program for members of the Iraqi Parliament in Amman, Jordan, in partnership with the Jordanian Government. The program covered:

• The nature of leadership and authority, and how to exercise leadership without formal authority.
• What it takes to mobilize people and resources in a constantly changing world.
• Distinguishing technical problems from adaptive challenges.
• Distinguishing self from role, and identifying personal strengths and blind spots.
• Managing both the process side and the people side of change.
• Diagnosing the adaptations and competencies needed to address emerging challenges and opportunities.

WORLD FOOD PROGRAMME (WFP)

The World Food Programme is the world’s largest humanitarian organization.

Ghaleb was asked to deliver a keynote speech to launch the “Leading for Zero Hunger” leadership program, created by WFP to support its ambitious Zero Hunger Challenge.

The program was designed for WFP’s regional directors, deputy regional directors, country directors, and deputy country directors with the objectives of:

• Aligning individual purpose with WFP’s mission.
• Understanding and communicating strategic objectives.
• Making the mission visible in everyday actions.
• Being a force for positive change.
• Making the mission inspiring to teams.
• Setting the context for culture change at WFP.

ACUMEN FUND NEW YORK

In collaboration with Acumen Fund New York, Ghaleb designed and delivered the Adaptive Leadership module, one of the foundational modules of the Acumen Fellows Program. The module challenged fellows’ understanding of leadership, authority, and how they can create change.

It also played a powerful role in group formation, helping fellows show up in more authentic ways with one another. Over seven years, Ghaleb delivered the Adaptive Leadership module for more than 120 participants in the Pakistan Fellows Program.

These intensive three-day workshops explored:

• The nature of leadership and authority, and how to exercise leadership without formal authority.
• What it takes to mobilize people and resources in a constantly changing world.
• Distinguishing technical problems from adaptive challenges.
• Distinguishing self from role, and identifying personal strengths and blind spots.
• Managing both the process side and the people side of change.
• Diagnosing the adaptations and competencies needed to address emerging challenges and opportunities.