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Despite the fact that many companies continue to pump money into learning and development programs (to the tune of $80+ billion last year), many companies don’t actually know whether their programs are working because they don’t test or quantify the impact of the training. In fact, one McKinsey study found that a mere 8 percent of organizations evaluate the value of their L&D initiatives by tracking return on investment (ROI). To measure the value, companies need to move from a focus on new education to a focus on actual application of new skills and learning to determine whether programs are worth the investment.
Gallup found that consistent communication — whether it occurs in person, over the phone or electronically — is connected to higher engagement.
Hiring the right people for the job adds to a company’s talent profile and creates an opportunity for high performance teams. But building trust with team members is often a challenge for many leaders. And as the makeup of the workforce changes, generational differences must be considered when planning strategies to engage and retain their best contributors across all generations.
Managers who focus on employee development help workers address the roadblocks that prevent their ability to deliver on goals while learning and growing in the role. Gallup has found direct correlation between employee development and engagement, absenteeism, and employee relationships with customers/clients.
Expectations — or a lack thereof — have the power to make or break worker engagement. Even if employees feel energized and motivated, those who lack clear expectations and spend too muchtime working on the wrong things can’t advance key initiatives to create value for an organization Great managers consistently engage their teams to achieve outstanding performance and build workplaces that are engines of productivity and profitability.
Gallup studies have confirmed a well-established connection between strong employee engagement and increased customer ratings, profitability, productivity, and a decrease in turnover, safety incidents, employee theft, absenteeism, and quality defects. They estimatethe cost of poor management and lost productivity from employees in the U.S. who are not engaged or actively disengaged to be between $960 billion and $1.2 trillion per year. Moreover, the cost of replacing an individual employee can range from 1.5-2 times the employee’s annual salary — and that is a conservative estimate. Losing your best people means losing your reliable winners, your constant innovators, and your most effective problem solvers.
Are you ready too explore how to develop leaders that last in your organization? Book a call with us to start the process.
Participants will each receive an in-depth behavioral style assessment and discover how the ways they work and lead impacts others. Through application of the DiSC, each person will have an opportunity to better understand the people they work with and how to adapt their communication to lead more effectively.
Coaching and training team members is an integral part of a leader's role. Through an understanding of adult learning methodology and real-world practice participants will build their skills on how to effectively train others.
Leaders that improve the performance of the team around them are arguably the most valuable assets in successful companies. However, many informal leaders feel powerless to impact their team’s performance. In this session participants will learn simple practices to drive improvement in their work teams.
Developing and maintaining the trust of your team is imperative to strong team dynamics, engagement, and business performance. Participants will learn how their leadership and interactions with team member can impact trust both positively and negatively.
Organizations may employ up to 5 generations in the workplace, but often their leaders struggle to understand how to tailor the way they communicate, engage, develop, and empower each group effectively. In this session, we will examine the faulty assumptions we make about each generation and focus on the common drivers that motivate them all.
Delegating projects and tasks to team members is an important part of a leader’s role, but it’s often challenging to do so in a way that gains ownership and delivers results. Participants will learn a proven process of effective delegation and how to become an empowering leader that encourages their team to rise to higher levels of ownership.
Emotional intelligence (EQ) facilitates our capacity for resilience, motivation, empathy, reasoning, stress management, communication, and ability to read and navigate conflicts. Participants will utilize the EIQ2 assessment to unpack their own strengths and opportunities in this area, examine each facet of emotional awareness and management, and understand how to further improve their own emotional intelligence.
A critical element of leading is centered on establishing clear expectations in a way that creates clarity and alignment for a team. In this session participants will learn to translate ambiguity into expectations that can be used daily.
Getting a clear understanding of what drives performance and the primary causes of underperformance is essential for any coach. In this section, participants will be equipped with the foundation to resolve the root causes of underperformance.
Moving beyond telling people what to do is critical to the success of any leader. Using practical tools and their own real-life situations each participant will learn how to get their team to take on bigger challenges and get more done.
In today’s tough labor market, sometimes just finding candidates is a challenge. But how do you make sure they have the skills and talents they need to be successful in the role? Participants will learn how to develop a profile for the roles for which they are hiring and develop interview questions that match candidate strengths to their needs.
According to Gallup, 65% of employees did not receive any form of recognition for their work in the last year. Additionally, those who use their strengths daily are six times more likely to be engaged at work, 8% more productive, and 15% less likely to quit their jobs. How should this impact how we lead? In this session, participants will examine the importance of appreciation and recognition to motivate and engage their teams, as well as how to use strength-based coaching for team development.
Leadership can be challenging, especially when team dynamics or stress create uncomfortable situations. In this session, participants will learn how to leverage their emotional intelligence to deal with and de-escalate emotionally charged situations.
With so much landing on a leader’s plate, it is no wonder that some feel overwhelmed and unable to dig out. In this session, we will discuss how to prioritize our to-do lists through the lens of urgency and importance and explore which tasks should maintain our attention and which should be scrapped entirely.
Leaders must steward the change process, but facilitating change can be challenging, especially at an organization level. In this session, we will explore the organizational ideas or beliefs that may be blocking change, how to view them in a different light, and discuss ways the group can be more open and supportive to change on a daily basis.