We are WAVA Global and have been coaching and training leaders and teams for more than 18 years. We specialise in developing leaders of highly diverse teams of different nationalities, having worked with organisations in 26 different countries to date. 

We focus on people’s strengths and motivators, delivering programmes that transform talented employees into great managers and leaders.

Harvard Business Review and consultancy company McKinsey have repeatedly pointed out that the vast majority of leadership development programmes fail. Why? Because they miss two vital components:

We address both of these issues in our programmes, and include one on one coaching as part of our leadership development programmes. This gives participants an opportunity to dive deeper into their own challenges, obstacles and roadblocks experienced along their leadership journey, resolving or dissolving unconscious motives and fears that may be holding them back. 

What this gives you and your organisation is better results on delivering your mission with a more cohesive and impactful team, led by a strong leader.

In today’s interconnected world, leadership is more complex than ever. For multinational organisations, the challenge is not just about managing people across different countries, but also navigating the nuanced dynamics of language, culture, and organisational identity.

At WAVA Global, we’ve been working closely with a global biotech pharma company that is facing a common dilemma: Are they an American company operating in other countries, or are they truly a global organisation, thriving across many different geographies?

This question touches the core of leadership development. It’s about more than just how the company sees itself – it’s about how it treats its people across regions and what it values in its leadership approach. One of the most tangible aspects of this challenge is language. While English is often seen as the global business language, many organisations realise the immense value in delivering training and leadership development in the native languages of their employees.

The Power of Multilingual Training

At WAVA Global, we recognise that leadership growth happens best when people can engage, learn, and develop in the language they are most comfortable with. That’s why we’re proud to offer management and leadership development – including executive coaching – in multiple languages: German, Italian, French, Spanish, Japanese, Arabic, and of course, English.
When leadership training is delivered in someone’s native language, it goes beyond basic understanding. It taps into deeper emotional and cognitive connections, leading to better engagement and long-lasting results. Employees feel valued and supported, knowing that the organisation respects their culture and language, which creates a stronger sense of belonging and inclusivity.

For example, we’ve seen firsthand how leadership training in local languages enhances employee engagement. It allows participants to fully immerse themselves in the content, ask more thoughtful questions, and apply the learnings in their daily work. This approach accelerates transformation and promotes cohesive, high-performing teams that can work effectively across cultural boundaries.

Balancing Local and Global Perspectives

However, navigating these differences comes with challenges. Organisations like our biotech pharma client need to strike a delicate balance between offering training that respects local languages and cultures while maintaining a unified corporate identity. In this case, English is the shared language of global teams, and ensuring consistency across borders is critical. The ‘we all speak English’ perspective is necessary for collaboration, but it must be harmonised with the understanding that local languages matter.

This balancing act is not just about language – it’s about how a global organisation defines itself. Is it more focused on centralised leadership, or does it embrace a decentralised approach that empowers leaders in every country? The answer to this question shapes leadership development strategies, employee retention efforts, and overall organisational success.

A Global Approach to Leadership

With over 20 years of experience, WAVA Global specialises in working with organisations that have a diverse, multinational workforce. We understand the complexities that come with developing leaders in multiple languages, and we’ve designed our programs to meet leaders where they are – geographically, culturally, and linguistically.

Our capability to deliver leadership development in German, Italian, French, Spanish, Japanese, Arabic, and English means that we’re able to support organisations in building inclusive leadership strategies that work globally and locally. Whether it’s executive coaching, leadership training, or management development, we ensure that your leaders are equipped to excel in a global context, while staying connected to their local teams.

How Can We Help?

Whether you’re a multinational organisation grappling with questions of identity, or simply looking to foster a more inclusive, high-performing leadership team, WAVA Global can help. Our tailored leadership development solutions are designed to meet the unique challenges of global organisations, ensuring that your leaders are prepared to make a meaningful impact, wherever they are.

Reach out to me at njdavies@wavaglobal.com to learn how we can support your leadership development journey across languages, cultures, and continents.

Transforming a Business for Success 

Challenge

Lesha Bank is the first Shariah compliant investment bank in Qatar. As QFB it had experienced a number of turbulent years and poor performance which resulted in new management and many new employees coming onboard who quickly needed to become a cohesive team to turnaround the business and re-gain trust with investors.

Solution

WAVA Global Ltd were brought in by the CEO to work with the C-Suite and wider leadership team to capitalise on their strengths and work together to turnaround the bank.

A leadership development programme, Inspired Leaders, was designed and delivered with a series of 3 two-day workshops and 5 one-to-one executive coaching sessions.

The focus included:

• Leadership Development
• Developing High Performance Teams
• Clifton Strengths Finder
• Emotional Intelligence
• Courageous Conversations
• Developing Others Through Coaching

Results

The 8 C-Suite and senior leaders who participated in the initial programme work more cohesively with each other and across their teams, drawing on each other’s strengths and with enhanced communication.

The improvements are so noticeable that we are now working with an additional 12 leaders within the organisation, taking them through the same programme with an eye to rolling this out even further within the bank.

The modern workplace is more diverse than ever, with up to five generations working side by side. Each generation brings distinct values, expectations, and approaches to their careers.

From Baby Boomers to Generation Z, this intergenerational mix has transformed how organisations need to think about career development. The old one-size-fits-all approach, where linear progression through management levels was the norm, is no longer fit for purpose.

At WAVA Global, we believe that developing inspired leaders starts with understanding what drives individuals — and that varies significantly across generations. Here’s how leaders can rethink career development to meet the needs of today’s multigenerational workforce.

Generational Differences in the Workplace

Baby Boomers often value stability and loyalty. They bring decades of experience and deep institutional knowledge to the table. Many are looking for roles that allow them to make a lasting impact and often prefer more traditional structures that reflect their commitment.

Generation X, sandwiched between Boomers and Millennials, tends to value independence and self-reliance. Having navigated significant technological changes throughout their careers, they are comfortable working autonomously and often expect leadership to empower them to make decisions without too much oversight.

Millennials are known for seeking a balance between work and life, craving opportunities for collaboration and growth. They look for purpose in their roles and are motivated by organisations that offer flexibility and a clear path for professional development.

Then we come to Generation Z, who are entering the workforce with an entirely different perspective. While they are digital natives and purpose-driven, many are reluctant to take on traditional middle management roles. The idea of managing others while balancing operational responsibilities is less appealing, as they seek roles that provide more flexibility, autonomy, and opportunities for immediate impact. The hierarchical nature of middle management doesn’t always align with their values, which are shaped by an increasingly dynamic and fast-paced world.

Why Traditional Career Ladders Don’t Work Anymore

With these generational differences, a one-size-fits-all approach to career progression is simply outdated. The traditional corporate ladder, where employees move up to middle management as the next logical step, doesn’t appeal to everyone—particularly younger generations. Gen Z’s reluctance to embrace these roles has pushed leaders to reconsider how they shape career development.

For instance, middle management roles often come with the expectation of managing people, solving operational challenges, and driving business outcomes, all within a rigid structure. This doesn’t align with Gen Z’s desire for more fluid, innovative roles. They want to lead, but on their terms, perhaps through project-based roles, cross-functional teams, or entrepreneurial-style initiatives that offer immediate results and less bureaucracy.

How Leaders Can Adapt Career Development

So, how can leaders respond to these generational shifts?

1. Create Flexible Leadership Pathways
Organisations need to offer alternative career paths that don’t rely solely on middle management positions. This could mean providing leadership opportunities that are more flexible, project-based, or even temporary in nature, allowing individuals to step in and out of roles based on their skills and interests.

2. Foster Cross-Generational Mentorship
Mentorship across generations is a powerful way to foster collaboration and knowledge sharing. By pairing Baby Boomers or Gen X leaders with Millennials and Gen Z employees, you create a two-way exchange where experience meets innovation.

3. Offer Continuous Learning Opportunities
Each generation values development differently, but continuous learning is a universal need. Whether through formal education, online courses, or experiential learning like stretch assignments and international projects, providing a wide range of learning options keeps your team engaged and growing.

4. Embrace Flexible Work Arrangements
Flexibility in how, where, and when people work is a key driver for both Millennials and Gen Z. Organisations that offer remote work options, flexible hours, or job-sharing opportunities are more likely to attract and retain talent from these younger generations.

Conclusion

At WAVA Global, we’ve spent over 20 years helping organisations develop leaders who inspire across generational lines. We understand that creating tailored career development opportunities is key to attracting, retaining, and motivating employees from every generation.

As the workplace continues to evolve, so must our approach to leadership. By embracing the unique strengths and aspirations of each generation, we can build cohesive, high-performing teams that thrive in today’s dynamic world.

Is your organisation ready to meet the needs of this multigenerational workforce? Contact us at njdavies@wavaglobal.com to find out how we can help you develop leaders who inspire across all generations.

At WAVA Global, we have the privilege of coaching directors and senior executives on their journey to — or within — the C-suite. What separates great leaders from exceptional ones? It’s not just technical expertise. The key lies in mastering a unique combination of self-awareness, strategic influence, and people-focused leadership.

Our Executive Edge Assessment evaluates leaders across seven key competencies, providing deep insights into their strengths and areas for growth. This assessment serves as the foundation of our executive coaching programmes, helping leaders elevate their performance and navigate the complexities of executive leadership.

1. Strategic Clarity: Seeing the Bigger Picture
One of the most critical competencies for C-suite executives is strategic clarity. Leaders need to keep their eyes on the long-term goals of the organisation while simultaneously managing short-term challenges. But more than just having the vision, it’s about articulating that vision clearly to ensure that everyone—from the boardroom to the front lines—is aligned.

The Executive Edge Assessment helps leaders hone their ability to stay focused on the big picture, providing the clarity they need to make decisions that drive sustainable success.

2. People Management & Conflict Resolution: Leading with Objectivity
At the executive level, people management takes on a new dimension. It’s no longer about managing tasks but leading people through complex challenges. Directors and C-suite leaders often face the difficulty of handling conflicts and team dynamics objectively.

Our coaching, informed by The Executive Edge Assessment, supports leaders to:

• - Spot red flags early
• - Address conflicts constructively
• - Maintain objectivity, even in high-pressure situations

By developing these skills, leaders not only resolve conflicts early but also create an environment of trust and collaboration.

3. Executive Presence & Charisma: Leading by Example
Executive presence goes beyond having a commanding presence in the room. It’s about inspiring confidence and influencing others while remaining authentic. C-suite executives must strike a balance between exuding confidence and staying grounded, which is easier said than done.

Through the Executive Edge Assessment, we identify how well leaders project their presence and charisma. In coaching, we focus on helping leaders:

• - Command attention in high-stakes environments
• - Lead with charisma and authenticity
• - Handle challenging interpersonal dynamics with grace

4. Communication Across Multiple Levels: Tailoring the Message
Senior leaders must adapt their communication styles depending on their audience—whether it’s the board, peers, or direct reports. However, misalignment in communication can lead to misunderstandings, stalled projects, or disengaged teams.

Our coaching, supported by insights from the Executive Edge Assessment, helps leaders:

• - Deliver clear, concise, and compelling messages
• - Adapt their approach to the audience, ensuring resonance at every level
• - Foster a culture of open feedback and alignment

This skill is critical for keeping teams motivated and ensuring everyone is working toward shared goals.

5. Building Stakeholder Relationships: Going Beyond Networking
For directors transitioning into executive roles, stakeholder relationships are crucial. Many leaders still operate with the mindset that 'work speaks for itself'. However, building relationships at this level is about strategic alignment, not just surface-level networking.

The Executive Edge Assessment helps pinpoint strengths and areas for development in stakeholder engagement. Coaching helps leaders:

• - Shift from thinking of networking as transactional to seeing it as a critical leadership skill
• - Build authentic, strategic connections that support organisational success
• - Understand the power of stakeholder engagement in driving business outcomes

6. Confidence in Decision-Making: Balancing Conviction with Adaptability
High-stakes decisions come with the territory of senior leadership. Yet, it’s not just about making decisions quickly—it’s about making confident decisions while remaining open to new information and the ability to pivot when necessary.

With the help of the Executive Edge Assessment, we identify decision-making patterns. Coaching then strengthens leaders' ability to:

• - Trust their instincts while remaining open to new information
• - Balance conviction with the flexibility to adjust when conditions change
• - Take responsibility for decisions while fostering a culture of accountability

7. Leading as a Role Model: Inspiring Future Leaders
As leaders move into C-suite roles, their focus should shift from managing tasks to leading people. This involves becoming a role model — someone who inspires and empowers others to lead.

The Executive Edge Assessment assesses leaders' ability to inspire and develop future leaders.

Our coaching helps leaders:

• - Develop leadership styles that motivate teams
• - Nurture future leaders by leading by example
• - Cultivate a culture of growth and collaboration

The Power of The Executive Edge Assessment

Whether you’re a director on the path to the C-suite or an executive looking to elevate your leadership, the Executive Edge Assessment is a powerful tool. It enables leaders to develop deeper self-awareness, refine their leadership style, and unlock the full potential of their teams.

At WAVA Global, we specialise in developing inspired leaders who are equipped to navigate the complexities of executive leadership. Our approach is tailored to help leaders sharpen their skills, build strong relationships, and lead with clarity, confidence, and influence.

Are you ready to take your leadership to the next level? Let’s start the conversation.​​​​ Reach out to me at njdavies@wavaglobal.com.