MCA Training International

MCA Training International Passionate about developing extraordinary individuals, teams, and organisations. MCA Training International. Competition Terms and Conditions

1.

At MCA Training we are dedicated to making a difference and adding value to the lives of people and organisation. We achieve this through imparting the tools which build character and assist in the process of managing change in attitudes. Competitions run on MCA Training International's page are in no way sponsored, endorsed or administered by, or associated with, Facebook. This competiti

on is organised by MCA Training International. (the “Organisers”) and is open to all South African citizens residing in the Republic of South Africa – (a valid South African identity document is required), except directors, members, business partners, employees, sales agents, advertising agency staff, advisors or consultants of the Organisers, its associated companies, service providers and the immediate family members of all the foresaid (including, but not limited to, spouses, life partners, parents, children, brothers and sisters).
2. By entering the competition all participants and prize winners agree to be bound by terms and conditions of the competition, which will be interpreted by the Organisers in their sole, absolute and unfettered discretion.
3. The competition will be overseen and certified as set out in the Regulations to the Consumer Protection Act of 2008 of South Africa where after the Organisers’ decision regarding all matters relating to the competition will be final and binding and no correspondence will be entered into.
4. To enter the competition, the participant must follow entry mechanics as per social media.
5. The Organisers reserve the right, at any time, to verify the validity of entries and to disqualify any participant who submits an entry that is in breach of these terms and conditions. Failure by the Organisers to enforce any of their rights at any stage does not constitute a waiver of those rights.
6. A random draw conducted by the Organisers or a person appointed by the Organisers will take place on specified date. Only the winner will be notified by telephone or social media no later than 72 hours after the draw, and thereafter confirmed in writing. The Organisers will endeavour to contact the winner on the telephone number provided. If, however, they cannot be reached after 6 attempts have been made during business hours within a period of 72 hours for any reason whatsoever, the prize will be forfeited and another winner will be selected in accordance with the competition rules.
7. All winners will need to identify themselves with a bar coded South African ID book. The drawn winner, once contacted, will have 5 working days to forward all the required documentation to the Organisers.
8. The Organisers reserve the right to request that images taken of the winner or staff be used for publicity purposes in any manner they deem fit, without any further remuneration being made payable to the winner.
9. Some or all of the winners of the competition may be invited to endorse, promote and/or advertise the products of the Organisers, which would allow the Organisers and its representatives to photograph and film the winner for promotional purposes related to the competition and the relevant products, without payment or additional compensation for a period of 12 months. It is recorded that the winner(s) has/have the right to decline such an invitation.
10. Winners must allow 4 – 6 weeks from the date of being contacted for the prize to be delivered.
11. The Organisers shall have the right to terminate the competition immediately and without notice for any reason beyond its control. In the event of such termination, all participants agree to waive any rights that they may have in terms of this promotion and acknowledge that they will have no recourse against the Organisers, its agents and staff.
12. Participation in the competition constitutes acceptance of the competition rules and entrants agree to abide by the rules.
13. Again, for promotions with media partners:
Participation in the competition constitutes acceptance of the competition rules and entrants agree to abide by the rules. MCA Training International accepts no responsibility for any problems or technical malfunction of any communication network or any late, lost, incomplete, misdirected, incorrectly submitted, delayed, illegible or corrupted entries. MCA Training International, the media partner and its agents are not liable for any costs incurred, responses received or any other consequences of user error.

Strong leadership is not only about running your function well. It is about knowing when to step outside it and lead for...
03/09/2026

Strong leadership is not only about running your function well. It is about knowing when to step outside it and lead for the organisation as a whole.

From 31 August to 2 September, the Senior Leadership Team at Development Bank Ghana worked through that exact tension: where functional leadership ends and enterprise leadership begins.

DBG chose to give this its own dedicated space, treating it as leadership work in its own right rather than folding it into a broader agenda. That decision says as much about the institution as the content did.

The three-day engagement was facilitated by Nathan Austin, MCA Associate and Coach, and , Founder and Executive Chairman of MCA Training International.

Leading your function well is the baseline. Leading for the organisation as a whole is the harder, more valuable skill.

The best performer on a team is not automatically the best choice to lead it. Technical excellence and leadership readin...
03/09/2026

The best performer on a team is not automatically the best choice to lead it. Technical excellence and leadership readiness get built differently, and get confused constantly, especially in organisations moving fast enough that there isn't time to check the difference before the offer goes out.

A few things are worth watching before that promotion, not after it. Whether someone explains their own thinking, or only their own results. How they respond when a person on their team gets something wrong. Whether people go to them for answers, or leave better equipped to find their own.

None of this disqualifies a strong performer from leading well. It just means readiness is worth checking rather than assuming.

MCA Field NotesAcross feedback from several organisations, countries and sectors, one recurring theme is self-discovery....
02/09/2026

MCA Field Notes

Across feedback from several organisations, countries and sectors, one recurring theme is self-discovery. Leaders often describe what changed not only in terms of what they learned, but what they recognised about themselves.

A Chief Risk Officer at a Ghanaian bank wrote that self-discovery mattered more to him than discovering the world. Someone two levels down, at a different bank entirely, described finally learning who she really is. A hotel General Manager called it the part of the program that reached him in a way training usually doesn't.

Different roles, different industries, the same theme surfacing on its own.

Most leadership assessments happen in rooms full of witnesses. A board meeting, a town hall, a difficult client call wit...
01/09/2026

Most leadership assessments happen in rooms full of witnesses. A board meeting, a town hall, a difficult client call with three people copied on the follow-up email. Character gets tested somewhere else: in the moments before anyone finds out what a leader decided when nobody was checking.

A number that could have been quietly adjusted, and wasn't. A supplier conversation nobody else heard. These decisions rarely make it into a performance review, and they tend to say more about how someone will lead under real pressure than almost anything that does.

Character is harder to teach than a framework, and it matters more. Skill gets built in a workshop. Character mostly gets revealed, not installed.

MCA Field NotesOne shift we notice often in leadership rooms doesn't happen on a slide.Early on, people are careful, rea...
28/08/2026

MCA Field Notes

One shift we notice often in leadership rooms doesn't happen on a slide.

Early on, people are careful, reading the room before they say what they actually think. Somewhere in the middle of a program, that changes. Questions get more direct. People stop giving the answer they think is expected and start giving the one they actually believe.

We've seen versions of this in rooms globally.

Sometimes the most useful thing leadership development does isn't add another answer. It's build a room good enough to have a better conversation in.

Ever notice how two completely different leaders can end up with the exact same problem?In his latest article, MCA's Ste...
28/08/2026

Ever notice how two completely different leaders can end up with the exact same problem?

In his latest article, MCA's Stefan Lessing shares what he learned coaching two executives at an investment bank, one a hands-on controller, the other a relationship-first influencer. Both had teams that stayed quiet about problems until it was too late.

His answer isn't about personality. It's about building safety and accountability together.

Read the full article: https://www.mcatraininginternational.com/psychological-safety-and-accountability/

Before you call it a performance problem, check the conditions around the person.Is the expectation clear?Do they have e...
27/08/2026

Before you call it a performance problem, check the conditions around the person.

Is the expectation clear?

Do they have enough authority to act?

Do they have the capability required?

Are they receiving useful feedback?

Are competing priorities getting in the way?

Accountability still matters. But good leaders diagnose before they judge.

Save this framework for your next difficult performance conversation.

Experienced leaders do not always need more answers. They need space to question the assumptions that have gone unchalle...
26/08/2026

Experienced leaders do not always need more answers. They need space to question the assumptions that have gone unchallenged.

Success can strengthen judgement, confidence and instinct. It can also make certain assumptions harder to see.

“This has always worked.”

“I know how my team will respond.”

“We tried that before.”

Experience is valuable. But experience without reflection can become certainty.

Leadership development at senior level should not be about telling accomplished people how to lead. It should create enough challenge for good leaders to examine what they may no longer question.

That is often where the next stage of growth begins.

What is one assumption your team has not questioned in the past year?

If every decision comes back to you, you may not have an accountability problem.You may have a permission problem.Teams ...
25/08/2026

If every decision comes back to you, you may not have an accountability problem.

You may have a permission problem.

Teams learn very quickly where the real authority sits. If people are regularly overruled, second-guessed or asked to “run it past me first”, even capable leaders can begin waiting for approval.

The result is often mistaken for a lack of initiative.

Before asking people to take more ownership, look at what happens when they actually do.

Do they have room to decide, act and learn?

Accountability grows when responsibility and authority are allowed to sit together.

A group of leaders. Three days. Dar es Salaam.Raphael Benedict, Head of Compliance at Ecobank Tanzania, said the program...
18/08/2026

A group of leaders. Three days. Dar es Salaam.

Raphael Benedict, Head of Compliance at Ecobank Tanzania, said the program gave him a new light to stay positive. Noelah Lugongo, Head of Operations and Technology, called it a true reflection of what leadership actually requires of her role.

Different responsibilities, different pressures, and the same three days landed as two entirely different, entirely specific shifts.

Worth sending to someone on your team who's carrying more than their title.

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