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The “Role-Play” Method in Corporate Training at Lead-UP Academy
An employee may understand the principles of active listening yet still lose composure when a customer becomes angry. A manager may know how to provide constructive feedback but still use language that hurts an employee. A sales professional may be familiar with the consultation process but become uncertain when customers raise objections, compare prices, or delay their decisions.
THE GROUP DISCUSSION METHOD IN PRACTICE-BASED TRAINING: FROM MULTIDIMENSIONAL PERSPECTIVES TO ACTION-ORIENTED PROPOSALS
Within Lead-UP Academy’s training philosophy, group discussion is not merely an activity designed to make the classroom more dynamic. It is an active learning method that enables participants to draw upon their practical experience, examine issues from multiple perspectives, engage in evidence-based debate, and collaboratively develop solutions that can be applied in the workplace.
Middle Managers: From “Good Performers” to “Excellent Team Developers”
In many enterprises, especially service organizations such as hotels, restaurants, retail businesses, banks, customer service centers, and similar sectors, middle managers are often appointed because they are strong professional performers, understand the work, demonstrate a high sense of responsibility, and are capable of solving problems in daily operations. However, a very common reality is that a good performer is not necessarily a good instructor or an effective developer of people.
“Thinking Days” – Why Should Organizations Give Employees Time to Think?
In many organizations today, most of employees’ and managers’ time is consumed by day-to-day operational activities: responding to emails, attending meetings, solving emerging issues, chasing project deadlines, and delivering KPIs.
Lead-UP Academy Strengthens R&D Activities for Training Solutions Serving the Public Administration Sector
In the context of digital transformation exerting a profound impact on the operating models of agencies and organizations, enhancing technological capability, digital mindset, and adaptability among public officials and civil servants has become an increasingly practical requirement. Beyond the mere use of tools, public administration units today need a workforce capable of working more effectively in digital environments, processing information more quickly, coordinating more efficiently, and serving citizens and organizations in a more convenient and transparent manner.
“VIETNAMESE STEVE JOBSES” OR OUTSTANDING VIETNAMESE ORGANIZATIONS?
Steve Jobs is often regarded as a symbol of innovation and success in modern business history. However, according to Walter Isaacson’s analysis published in Harvard Business Review, the most valuable management lessons from Steve Jobs do not lie in his personal style or inspirational stories, but in the way he built an organization capable of generating innovation continuously and sustainably.
