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.

High-performing cultures are not built by accident. They are built by leaders who are deliberate about it.Ask ten execut...
19/06/2026

High-performing cultures are not built by accident. They are built by leaders who are deliberate about it.

Ask ten executives to describe a high-performance culture and you will get ten different answers.

Ask them what specific behaviours they model every day to reinforce it, and the conversation gets quieter.

The organisations we work with that genuinely have it are not the ones with the best values statement. They are the ones where leadership behaviour is consistent enough that the culture does not depend on one strong leader being in the room.

That is the real test.

Can the standard hold when the senior leader is not present? Can the team still make disciplined decisions, have honest conversations, and hold each other accountable?

That takes more than intent. It takes leadership development that defines, models, reinforces and measures the behaviours that shape culture.

If someone removed your top three leaders tomorrow, would your culture hold?

18/06/2026

The High-Performance Culture journey at CDH Investment Bank in Malawi continues.

A third group has now taken part in sessions facilitated by and .

Each group brings different roles, experiences and perspectives. That matters, because culture is not shaped by one team or one level of leadership. It is shaped through the behaviours people encounter across the organisation every day.

Three of five groups have now begun that process. The conversations are building, and the remaining two groups are still to come.

We appreciate the openness and honesty each group is bringing to the work.

We are proud to welcome Stefan Lessing to his new role as Chief Operating Officer at MCA Training International.Stefan b...
18/06/2026

We are proud to welcome Stefan Lessing to his new role as Chief Operating Officer at MCA Training International.

Stefan brings over 30 years of experience in leadership development, executive coaching, and sales performance, with a track record across some of Africa's leading organisations.

Stefan, we are glad to have you in this role. Here is to what we build together.

Please join us in congratulating him.

Most leadership programs teach you what to do. The High-Performance Leadership program asks you who you are.There is a r...
18/06/2026

Most leadership programs teach you what to do. The High-Performance Leadership program asks you who you are.

There is a reason this is the program organisations come back to. It does not start with strategy or management frameworks. It starts with the leader.

Across nine modules, leaders work through the disciplines that determine whether everything else holds: self-awareness, emotional intelligence, values, purpose, vision, goals, and self-management. Not as theory. As a direct look at how they are currently leading and what needs to change.

The leaders who go through this do not come out with a new toolkit. They come out understanding the internal conditions that produce consistent performance, honest communication, and accountability that does not need to be enforced because it comes from within.

We have delivered this with senior and executive teams across the globe. The organisations that invest in it do so because they understand that character is the foundation everything else is built on.

Strategy sets direction. Leadership determines outcome. This is where outcome begins.

Explore the program: mcatraininginternational.com/programs

High-performance culture is not built in one room or in one day.It is built when people across an organisation examine h...
17/06/2026

High-performance culture is not built in one room or in one day.

It is built when people across an organisation examine how they work, what they expect from one another, and which behaviours will support the culture they want to create.

That process is now underway at CDH Investment Bank in Malawi.

Recently, the first two of five groups took part in High-Performance Culture sessions facilitated by Raynor Boreham and Dr Dave Boreham.

The aim is not simply to describe a strong culture, but to involve people across the bank in shaping what that culture should look like in practice.

The first two groups have started the conversation. Three more will follow as the work continues across the organisation.

We value the opportunity to support CDH Investment Bank on this journey.

Three signs your organisation is not investing enough in its next generation of leaders.1.  Your emerging leaders are be...
16/06/2026

Three signs your organisation is not investing enough in its next generation of leaders.

1. Your emerging leaders are being promoted but not developed. They have new titles and the same skills they had before.
2. Your senior leaders are too stretched to mentor. The knowledge and wisdom that should be passing down is staying at the top.
3. You are filling leadership gaps externally because you have not built the pipeline internally.

South Africa's Youth Day is a reminder that the next generation inherits what we actually build, not what we intend.

Ten years from now, the quality of leadership in your organisation will reflect the decisions being made right now. MCA works with organisations across the globe that understand this is not a nice-to-have. It is a responsibility.

Which of these three hits closest to home for you?

Managers trained in coaching and people development saw a 20% to 28% improvement in manager performance metrics. Their t...
15/06/2026

Managers trained in coaching and people development saw a 20% to 28% improvement in manager performance metrics. Their teams saw engagement rise by up to 18%.

Gallup found these results nine to 18 months after training. Not immediately after. The results held.

That matters.

If you run a training event, see a lift, and then watch things drift back over the following months, the problem is not necessarily the training. The problem is what comes after it.

Development works. The research shows that clearly. What determines whether the results last is what you build around it.

The organisations seeing lasting results are the ones that pair training with what comes next: coaching conversations, accountability between managers and their leaders, and ongoing support until the new behaviour becomes the default.

What do you have in place to make sure your development investment actually holds?

[Source: Gallup, State of the Global Workplace 2025
Full report PDF: gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf]

A well-run leadership workshop can genuinely shift the way you think.The right facilitator. The right room. The right co...
12/06/2026

A well-run leadership workshop can genuinely shift the way you think.

The right facilitator. The right room. The right conversations.

Something clicks. You leave with clarity you did not have before.

And then real life starts again.

Three weeks later, the inbox is full, the pressure is back, and the intentions you left the room with are harder to act on than they felt in the moment.

Not because the workshop was wrong.

In those two or three days, something real happens. You work through the tools, you challenge your thinking, and you leave with a clearer picture of the leader you want to be. That is valuable, and it is intentional.

The next part is where the value can get lost. Insight becomes behaviour through practice, honest feedback, and accountability in the real world.

The workshop opens the door. What happens back at work determines whether leaders walk through it.

The leaders who change most are not always the ones who had the most intensive training. They are the ones who had coaching, honest feedback, and real accountability around them when they got back to work.

That is the part many development plans skip.

And it is where the real shift happens.

The banks that hold up under pressure are not just better managed. They are better led.Risk frameworks, compliance proto...
11/06/2026

The banks that hold up under pressure are not just better managed. They are better led.

Risk frameworks, compliance protocols, governance structures. These matter. But they address what can go wrong from the outside. The risk that does not appear on most registers is internal: the quality of leadership culture.

What happens when a senior leader makes a poor call under pressure and no one challenges it? What happens in a culture where accountability is inconsistently applied, or where people learn quickly that raising concerns is not worth it? These are leadership failures. And they are costly ones.

We have worked with Ecobank across multiple African regions and with CalBank in Ghana, among many others, to embed High-Performance Leadership at executive and management level. The focus in every case is the same: clearer accountability, stronger alignment, and a leadership culture that protects the organisation from the inside.

What does leadership culture actually look like inside your organisation, and does it hold under pressure?

Get in touch with us to learn more about our banking programs.

https://www.mcatraininginternational.com/

You cannot manage your team well if you cannot manage yourself.This is not about work-life balance. It is about performa...
09/06/2026

You cannot manage your team well if you cannot manage yourself.

This is not about work-life balance. It is about performance.

When a leader lacks self-awareness, it shows up in the team before it shows up in the results. Poor decisions under pressure. Feedback that never lands. A standard applied to others that the leader does not hold for themselves. People notice. And they adjust their own behaviour accordingly.

The leaders we work with who create genuinely high-performing teams are almost always the ones who did the inner work first. Not perfectly. But deliberately.

That is why every MCA program starts here: lead yourself first. Not as a concept. As a practice.

Where is the gap between the leader you intend to be and the one your team is actually experiencing?

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