“Leadership is a difficult practice personally because it almost always requires you to make a challenging adaptation yourself…Those are hard choices because they involve both protecting what is most important to you and bidding adieu to something you previously held dear: a relationship, a value, an idea, an image of yourself.”

– Ronald Heifetz, Professor, Harvard Kennedy School and Founder, Center for Public Leadership

LEAD Framework

The LEAD framework comprised of case stories, discussions, and articles for building the following four core leadership capabilities:

1. Listening to oneself – understanding one’s call to action and gaining agency to act;

2. Empathizing with others – understanding the pain points of others in the system, including those that support, oppose or are undecided about your work;

3. Analysing adaptive issues – diagnosing the issues which require behavioural change among some key actors in the system; and

4. Doing collaborative work – organizing people into power to achieve progress.

Learning Approach

All our courses are offered in a lab setting that provides an experiential learning environment. The participants are involved in exercises and simulations designed to create the urgency and ambiguity that frequently accompanies real-life leadership challenges. At the end of each topic, the participants analyze the decisions and behaviors that they and their team members exhibited in order to build greater self and group awareness.

Since there is no precise “rule of thumb” for changing people’s mindsets, NLA’s endeavors are largely based on experimentation—the courses are revised regularly, as even the most subtle learnings from over half a decade are implemented. As such, the courses’ structures adapt as they move forward. Theoretical understandings garnered from around the world have been continually examined and applied in the backdrop of the Nepali context.