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.

Most performance problems are leadership problems in disguise.When people feel dismissed, unheard, or managed rather tha...
05/06/2026

Most performance problems are leadership problems in disguise.

When people feel dismissed, unheard, or managed rather than led, it shows up in engagement, retention, and culture long before it shows up on a report.

's latest article on human-centred leadership challenges the idea that caring about people and demanding results are somehow in conflict. They are not. The best leaders have always known how to do both.

Worth reading if you lead people, develop leaders, or set the culture in your organisation.

Read the article: https://www.mcatraininginternational.com/human-centred-leadership/

Sustainable organisations are built by leaders who know how to sustain themselves.World Environment Day asks us what we ...
05/06/2026

Sustainable organisations are built by leaders who know how to sustain themselves.

World Environment Day asks us what we are depleting and what we are protecting. It is worth asking the same question about yourself and the people you lead.

If you are running at full capacity without recovery, pushing performance without really understanding the cost, confusing what is urgent with what actually matters, you are not building something that lasts. You are borrowing against it.

What you extract without replenishing always runs out. That is true of natural resources. It is equally true of you.

Self-awareness, balance, and accountability to yourself before others, these are not soft topics. They are what the longest-serving, highest-performing leaders we work with have in common.

Character is the foundation. That is where MCA starts, and it is where lasting performance begins.

Leadership development does not stop when the session ends.Every morning of the CDH Investment Bank culture retreat at C...
04/06/2026

Leadership development does not stop when the session ends.

Every morning of the CDH Investment Bank culture retreat at Club Makokola, Raynor Boreham ran a workout session with the group before the day's work began.

It was not just about fitness. It was about showing up. Choosing discomfort. Leading by example before the room even fills up.

The same character that shows up on the floor shows up in the boardroom.

Building a high-performance culture does not happen in a boardroom alone. Sometimes it takes five days, a lake, and the ...
04/06/2026

Building a high-performance culture does not happen in a boardroom alone. Sometimes it takes five days, a lake, and the willingness to do the real work together.

Raynor Boreham and Dr Dave Boreham recently partnered with the EXCO team of CDH Investment Bank in Malawi, guiding them through the process of designing their High-Performance Culture at the beautiful Club Makokola on Lake Malawi.

Five days of deep leadership work. Honest conversations. Shared commitments. And a culture blueprint the team will carry back into their organisation and live out every day.

This is what it looks like when an executive team decides to move from intention to action.

If your organisation is ready to do the same, let's talk.

🗓️ https://calendly.com/raynor-mcatraininginternational
🌐 https://www.mcatraininginternational.com/

Global employee engagement has dropped to 20%. The primary reason is falling manager engagement, now at just 22% worldwi...
03/06/2026

Global employee engagement has dropped to 20%. The primary reason is falling manager engagement, now at just 22% worldwide.

Those numbers come directly from Gallup's latest State of the Global Workplace report. And they are worth sitting with.

In 2022, manager engagement globally sat at 31%. It has since dropped nine points. And because managers shape the daily experience of everyone they lead, when they disengage, their teams follow. Gallup finds that this fall in manager engagement accounts for most of the overall decline in employee engagement worldwide.

The cause is not a mystery. Managers are being asked to carry more, with less support, less development, and less clarity about what leading well actually looks like in their organisation. Most were promoted because they were good at something else. The leadership part was left to them to figure out.

If manager disengagement is driving the global numbers, what are yours telling you?

[Source: Gallup, State of the Global Workplace 2026 Report (covering 2025 data) | gallup.com/workplace/349484/state-of-the-global-workplace.aspx]

If someone spent three days inside your organisation without being told what your values are, what would they find?Not w...
01/06/2026

If someone spent three days inside your organisation without being told what your values are, what would they find?

Not what is written on the wall. What actually happens in the room.

Most culture gaps are not created by bad intentions. They grow from small moments of avoidance. The feedback that did not get given. The standard that slipped once and then became the new normal. The values meeting where everyone nodded and nothing changed.

We have been working with leaders and organisations on exactly this for over four decades. The gap between the culture you describe and the culture your people experience is almost always a leadership behaviour gap. And it is closeable.

What is one thing your team has quietly accepted that you have not yet addressed?

54% of your leaders are good at their jobs.That is the problem.New research from April 2026, across more than 2,200 empl...
29/05/2026

54% of your leaders are good at their jobs.

That is the problem.

New research from April 2026, across more than 2,200 employees, found that "good" leadership is producing anxiety, quiet disengagement and a slow erosion of trust. Most leaders have no idea it is happening.

Only 30% of leaders are rated exceptional by the people they lead.

The difference between those two groups is not strategy or skill. Nine out of ten separating factors are human: listening, empathy, trust and gratitude.

This is not a soft skills conversation. It is a performance conversation.

Employee engagement dropped from 88% to 64% in a single year. Burnout is sitting at 83%. These numbers do not turn around through better planning. They turn around through better leadership.

The organisations closing this gap now are building a clear advantage.

We have written about what the research shows, what exceptional leaders do differently, and what this means for organisations who take performance seriously.

Link in comments.

One of the clearest signs of leadership maturity is this: Can you stay measured when the room becomes emotional?That mom...
29/05/2026

One of the clearest signs of leadership maturity is this: Can you stay measured when the room becomes emotional?

That moment tells people a lot. About your judgement, your self-control and whether they can trust you when things get difficult.

Skill gaps remain one of the biggest barriers to business change.The World Economic Forum found that 63% of employers se...
28/05/2026

Skill gaps remain one of the biggest barriers to business change.

The World Economic Forum found that 63% of employers see skill gaps as a major barrier, and 85% plan to prioritise upskilling.

The question is not whether development matters. It is whether development is focused enough to change behaviour where it counts.

That is where strong leadership programs earn their place.

If your organisation is looking to strengthen leadership capability, connect with us here: https://www.mcatraininginternational.com/reach-out-to-us/

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