About

Over the past few years, our teams have changed from face-to-face to virtual, hybrid, and somewhere in between. We’ve spent years investing in leaders on how to manage people and teams around the concept of face-to-face interaction. That’s no longer a
reality for most leaders, and it’s time that we recognize the need to provide leaders in our organizations with better tools and approaches to building healthy, powerful virtual communities.
​
During this workshop, leaders will learn how to identify the obstacles that are hindering team performance and to implement proven strategies for building trust, collaboration, accountability, and high performance within their team.

Who should attend?

• ​Leaders and managers who are looking for ways to capitalize on the value of the team they are managing but are struggling with how to do it in a hybrid, virtual community.

• Leaders who are seeing their downline managers struggle with engagement and performance in this new environment.

• HR leaders recognize that arguing over back-to-work policies is not reaching the desired results, and it’s time to implement better approaches in how to develop talent at their companies.

Why you want to learn it?

Every business is vulnerable to threats. But too few businesses and leaders stop to consider the possibility of becoming irrelevant. Harnessing the potential of company growth takes well-equipped leaders. 

"If you believe that training is expensive, it is because you do not know what ignorance costs." Leboeuf

​

Well-equipped leadership makes a difference. Here is how:

• Team Performance: Several research studies have investigated the connection between the leader and business performance. Studies have demonstrated that effective leadership improves follower performance and promotes higher business results, follower job satisfaction, and follower organizational commitment.

• Innovation and Creativity: Evidence suggests that leadership is essential for driving innovation in a company. A study involving over 400 executives from 48 companies connected strategy and innovation performance directly with good leadership habits.

• Trust and Change: Studies have demonstrated that the level of trust in leadership directly correlates to employee retention, organizational commitment, and support for organizational change. Furthermore, when executives build trust, evidence suggests that organizational change readiness increases.

• Internal Communication & Relationships: Words shape worlds. Studies have revealed that influential leaders enhance two-way communication, creativity, collaboration, job attitudes, and organizational commitment.

• Leadership Transitions: Leadership transitions, whether successful or not, are costly. Evidence suggests that, on average, 35% of internally promoted executives fail, and direct reports spend 10-20% of their time helping a new leader transition. Successful leadership transitions increase company revenue, have 13% lower attrition rates, and are 90% more likely to achieve long-term performance goals. Leadership development is a leadership transition acceleration tool.