Employees pay an extraordinary amount of attention to what we do in the moment. What we communicate when we aren’t formally thinking about communication is what employees actually hear.
How often does the typical employee think about corporate strategy compared to the demands of day-to-day work? For some employees it’s as infrequent as an intermittent town hall meeting. While the necessary pivots many businesses had to manage as a result of the Covid-19 Pandemic may have created opportunities for more frequent communication between employees and senior leaders, the demands of each workday can easily outshine the greater corporate strategy. Yet – the ultimate measure of success is whether a corporation achieves its strategic goals.
Leadership development programs, delivered virtually or in-person, contain multiple learning methods, but none impact growth and development to the same degree as experiential learning. When leaders directly address their most common challenges by actually making the tough decisions in real time and reflecting upon the results, they begin to forge behaviors and long-lasting leadership skills at rapid rates.
2020 was a tumultuous year, and with tumultuous times comes great learning.
What is Strategy Execution? We’ve all heard the term strategy execution many times. It’s bandied about by management consultants and leadership gurus, but what exactly is meant by it? Let’s begin with a definition and then consider the skills and behaviors required to do it well.
Virtual Leadership is the new norm. What are the skills, attributes, and key considerations for leading in a virtual setting? What do leaders need to do differently in a virtual environment? How does leadership change when team are working remote?
We often measure only a narrow slice of what effective leadership delivers. Organizations don’t measure three additional outcomes—“returns” on leadership development investments that are valuable and impact business results.