We create and deliver Leadership Programs to address specific competencies and provide one-on-one Executive and Team Coaching to reinforce Learning and Development.
This includes the delivery of our multi-rater leadership feedback tool called the DigitalQ assessment, and the EQ-i 2.0 and EQ-i 360 to give leaders and teams personalized insights to develop collaborative intelligence.
Areas of focus include:
–Mindfulness & Resilience
-Emotional Intelligence / Collaboration
-Transitioning to Management
-Diversity & Inclusion
Using an ICF (International Coaching Federation) accredited framework, we partner with your leadership team to ensure that their growth oriented objectives are implemented rapidly with the aid of coaching.
From Individual to Team coaching, your leaders will learn and develop self-agency and resiliency to succeed within an increasingly VUCA (volatile, uncertain, complex and ambiguous) global environment.
Our coach-approach to multi-rater feedback allows for action oriented developmental goals to be personalized for individuals, connected to team objectives and further mapped to your organizational goals and key performance objectives.
Feedback is provided using data from our proprietary DigitalQ assessment and the EQ-i / EQ-i 360 to track continuous development in your organization.
“188”]Founder & Certified Executive Coach (CEC, PCC)
Rahim Moosa is the Founder and CEO of DigitalQ, a virtual consulting and coaching firm focused on boosting and enhancing the qualities of leadership. He has developed the DigitalQ proprietary multi-rater assessment specialized for digital teams, and is also a Certified Executive Coach (CEC) with a Professional Certified Coach (PCC) designation with the International Coaching Federation (ICF). He has personally coached a cross section of more than 100 leaders in the tech industry since 2019.
Drawing on his global leadership experience across management consulting, tech, and retail, Rahim has thrived in fast paced innovative organizations including Apple Inc, CIBC Digital, IBM and WestJet Airlines.
As a coach, Rahim values his innate ability to recognize the unique gifts and strengths of his clients. Using a coach approach to deliver personalized assessments along with his depth of intuition, compassionate empathy and an edge for surfacing the truth, Rahim is able to create new pathways of discovery for his clientele in a sincere manner, forming a strong partnership based on trust.
His specialization is working with leaders in transition, in new roles or in new environments. By navigating through their adversity and identifying resiliency to change, he is able to hold clients accountable to wider organizational objectives while boosting their confidence and self-agency to succeed.
Rahim has also partnered with the Metta Group to deliver programs in leadership mastery and business performance with a roster of confidential corporate clients
Companies are implementing new technology in order to improve productivity and exceed customer expectations. However, in an accelerated era of digital disruption, employees are (a) faced with greater uncertainty, (b) have less time to strategize, and (c) need clarity to rapidly assess and make decisions.
Here are some facts:
1) The average lifespan of an S&P 500 company is under 20 years, down from 60 years in the 1950s.*
2) Despite 78% of companies believing in the importance of digital and transformational leadership, only 5% have strong succession planning with leadership development underway.*
3) 78% of HR leaders are more concerned about the talent shortage today than they were a year ago. To make matters worse, 75% of employees who are voluntarily leaving jobs “quit their bosses, not their jobs” due to a lack of diversity, and a culture of leadership.*
4) More importantly, only 1 out of 4 employees think training programs help their companies perform better. In contrast, they believe coaching gives them twice the performance management value to help them outperform the competition.*
“New” companies (a.k.a. startups) are recognizing the positive link between job control, and employee well being. These organizations are creating cultures of autonomous decision making, harnessing innate creativity from their employee base to take on more decision making accountability than was the case in previous generations. By providing employees with more job control, they become individual transformation agents, guarding against micromanagement. These agile working teams work together with a higher purpose vision to eventually replace the traditional corporation, one built on yesterday’s model.
The “new” organizational model replacing the “old” has a key ingredient, specifically, a coaching culture built into its foundation, designed to empower people with autonomous decision making confidence and personal growth, all the while fulfilling a larger vision.*
At DigitalQ, we want to close the leadership gap and help organizations and people succeed. We believe in accessibility for coaching to all leaders and levels, not just executives. Our goal is to help individuals perform better, to make the best decisions, and to rapidly adapt to performance driven change – all the while supporting their personal and professional growth to achieve success in a digital economy.
*Sources: Credit Suisse, Deloitte Human Capital Trends, Spherion, Bain and McKinsey research, Forbes, CNBC, J. Pfeffer, “Dying For a Paycheck: How Modern Management Harms Employee Health and Company Performance – and What We Can Do About It.”