Serving as a board director is both an honor and a duty. This program equips first-time directors with the foundations they need to understand their responsibilities, the current and emerging challenges and trends which will face them and the It prepares new directors with the fundamental knowledge and developmental skills they need to be capable contributors to the vital discussions and decisions boards address.

This one-day program is a highly interactive program which includes applied cases and experience in board simulations.


  • What Candidates Need to Know about Board Service Today
  • How Board Savvy Are We?
  • What are Boards and Why Boards at All?
  • Responsibilities, Types, Composition, Structure, Operations
  • Director Duties and Safeguards in Corporate Governance
  • Fiduciary Duties of Loyalty and Care, Disclosure of Conflicts of Interest,
  • Business Judgment Rule, Articles of Organization and By-laws, D&O Insurance
  • Finding Your Ideal Fit
  • Why Join a Board
  • Today’s Governance Landscape
  • Defining Governance
  • Ten Trends to Be Ready to Address
  • Diversity and Styles of Thinking
  • Board Simulation: What Should You Do?
  • What Can You Do to Become a Great Board Director

Come learn with us!

People with a strong network are more likely to ask for help in closing a business deal and landing a job or new role. Having a strong network of peer relationships can often be helpful when informal inquiries are being conducted in concert with decisions to offer someone a new position or promotion. And having a strong network of relationships helps employees increase their ability to reach out, influence, understand what may be going on behind the scenes, find sounding boards for ideas, and get help in situations when the existing processes may not help them get things done.

It is clear that having a strong network is a critical element to career success, job satisfaction, and retention. Yet, we know that many people do not spend time nor build intentional networks, and this impacts their ability to be successful in their roles, feel connected to the organization, and to achieve career growth.

This workshop explores the importance of networks and gives each participant an opportunity to document their network, evaluate it – rating the relationships in it, and develop a plan to enhance it. The workshop also includes an opportunity for participants to form new and impactful relationships with others in your organization, and ultimately build their network with peers and colleagues outside of your organization intentionally.

Program Details

This program is designed to increase your ability to reach out, influence, and build your personal network, your corporate network, and leverage it to achieve your career goals. The workshop will include activities such as:

  • Understanding the value of your network
  • Building your business network and connection mapping
  • Evaluating the relationships with people on your map
  • Developing a plan to add people that support your aspirations
  • Creating new and impactful relationships with others in your organization
  • Sharing opportunities to offer and ask for support

The coaching circle format brings together 8-12 participants for group coaching. Each person in the group focuses on their own areas of development while gaining knowledge and support from; the others in the circle, the readings, exercises, and facilitated discussions.

Coaching circles are facilitated by an executive coach with over twenty years of experience. Sessions are structured to help participants reflect, gain insights and achieve progress on their own unique development areas.

An invitation only approach requires leaders to opt-in to participate, ensuring all participants are committed to developing; are open to experimenting with new behaviors; and willing to contribute to a group learning experience.

Format and Requirements:

  • The experience starts with a one on one coaching session with the facilitator. This helps participants refine their focus and gain clarity on how they will measure success at the end of the coaching circle experience.
  • Members attend 6 virtual meetings (scheduled in advance as 75 minutes) once monthly.
  • Between sessions, participants read articles selected by the facilitator that address topics related to potential areas of concern common in the group and provoke new ways of thinking.
  • Each participant is assigned an accountability partner with whom they complete brief assignments in between sessions.
  • Participants agree to "pay it forward" in a signed contract by facilitating their own circle and/or used as a management tool for developing their team.

Key Benefits:

  • Accelerated development on critical leadership behaviors
  • Behavioral changes practiced over the course of program become ingrained and impact not only those in the circle but each of their direct reports and colleagues
  • Retention and a sense of belonging increased
  • Participants develop enhanced networks that support ongoing career growth for themselves and their direct reports
  • New approaches and best practices are co-created within the circle
  • Trusted relationships are built with colleagues

High-performing organizations that are concerned with long term prosperity and growth recognize that the aim of diversity is not just meeting compliance targets, but tapping into the diverse perspectives and approaches each individual employee brings to the workplace.

Moving beyond diversity to focus on inclusion requires that companies examine how fully employees embrace new ideas, accommodate different styles of thinking (such as introverts and extroverts), enable people to connect and collaborate, are courageous, comfortable with disruption, foster authentic conversations and value different approaches.

While it is important to understand the role bias and unconscious bias plays in decision-making, awareness alone has not been shown to change behavior. To create a work environment that promotes inclusion in all its variations, it is important to pair understanding with action and accountability.

There are four parts to the workshop:

(1) Why care about diversity/inclusion and the high cost of bias
(2) How unconscious and conscious biases as well as group biases serve us, influence the way we work, and may inhibit innovation or promote behaviors that are not consistent with our explicit corporate values.
(3) The leadership role in diversity and inclusion
(4) Taking actionand driving accountability to create and sustain an inclusive culture

In addition to individual biases, all corporate cultures have norms, ways of working that affect the most important strategic decisions made by the smartest leaders in the best companies. In addition to touching on bias (both conscious and unconscious) we discuss how group biases can undermine strategic decision-making–and more importantly we address, what can be done to counter them.

Knowledge is power, but knowledge without action can be useless. The workshop includes an interactive game where individual and group commitments are made to create a more inclusive culture. The focus of this segment is to develop specific action plans both individually and as a group that can be actioned over a year to reinforce inclusion and more importantly, support concrete commitments to D&I.

"What I liked about this workshop was that it made it easy to see where I could improve. I am committed to making changes myself and will now feel free to call out actions that are not consistent with how we want our culture to be. I know taking this course will make this a better place to work."

"I was worried this would be more finger pointing and blaming the “white guy” but it wasn’t at all. We had open and honest conversations that will definitely continue with our Deal Me In commitments and, the class was actually fun!"

"When the workshop started, my thought was oh no not another talk about bias. But I was quickly surprised and drawn in because this was not about awareness, it was about actions I could take as a leader to be more inclusive. My eyes were opened to things I had been doing that were actually not supportive and actions I could take to build collaboration, push innovation, encourage engagement and leverage the talents of everyone on my team. This is the first training on diversity that actually made a difference for me and my team."

This innovative virtual series provides a co-hort of 16 to 20 mid-level leaders with tools and development opportunities in a flexible format. The Leadership Impact Program offers a comprehensive development experience that enables participants to step into more visible and complex leadership positions.


  • A series of 5 Ninety-Minute Virtual Workshops on the following topics:
    • Creating ImpactThrough Inclusive Leadership - drive execution by engaging the entire workforce and implementing adaptive inclusive decision making as a strategy.
    • Building Resiliancethat is inclusive of unforeseen change; promoting resilience and agility as systems and/or products and/or organizational direction pivots. Creating an inspiring vision/mission not limited by the past.
    • Developing Your Leadership Brand that exemplifies; trust, empowerment of others and ability to develop high performing innovative cross-cultural teams.
    • Inspiring and influencing Across Cultures and geographies…including within a remote working environment.
    • CommunicatingCourageously using visual/voice/content for impact.
  • Peer to Peer Learning sessions between each workshop to complete action learning assignments - putting skills learned into practice
  • Supplemental Development Tools and resources to ensure reflection, application and integrated learning
  • Each participant will have one 40 min individual executive coaching session to refine goals and remove roadblocks.

Outcomes Experienced:

  • Expanded and strengthened skills in leadership and communication to generate inspiring and courageous conversations to powerfully call people and teams to actvia strategic vision and direction.
  • Members of the co-hort identify strategic internal and external partnerships across the organization globally and work collaboratively to solve problems and inspire others to reach unprecedented results.
  • Leaders become more inspiring communicators, attracting top talent, motivating/developing members of their team and leveraging every member’s full potential.
  • Participants experience how their actions build or destroy trust, impact the culture of their team and colleagues and ultimately promote innovation.
  • Leaders emerge with greater insight and a plan of action that allows them to have greater impact within their team and across the global virtual organization

Cost for this fully virtual Leadership Impact Program inclusive of the five web based sessions and material for the peer to peer learning sessions and individual coaching sessions is $50,000 for each co-hort.

This program is offered and co-facilitated by Tracy Ann Curtis, CEO of TAC Global and Marilyn Nagel, former CDO Cisco and Boardwise partner.Both are engaging speakers, dynamic trainers, and influential executive coaches with extensive corporate experience. Tracy Ann and Marilyn have been successfully working with both global multinational fortune 500 companies as well as smaller start-ups for more than18 years.

It's not enough to have the best strategies or concepts-you need to communicate with conviction and executive presence is the starting point. Think of “executive presence” and you immediately perceive:

  • Someone who inspires, someone you want to be with and whose counsel you seek out
  • An influencer
  • A person who others naturally want to follow
  • A leader who exudes a mixture of self-confidence, gravitas, humility and are comfort in their own skin

The characteristics of Executive Presence are embedded in exemplary leadership. During this two hour working session each attendee will discover ways to build their presence and influencing skills.

What the workshop will address:

  • How these elements are often perceived differently in women, and
  • How to address those differences in a constructive manner

The Agenda includes:

  • Character
    • When to be inclusive, when to be authoritative
    • Balance between collaborative and controlling
    • Balancing vulnerability with being strong
    • Authenticity ‒ the currency of powerful leaders
  • Substance
    • Being fully present
    • Confidence
    • Composure under pressure
  • Style
    • Commanding attention, owning the room
    • Physical presence
    • Tone of voice, pacing, use of quiet
  • Putting it all together
    • Engaging men as supporters
    • Making room at the table
    • The power of the group
    • Paying it forward – women supporting women

One of the ways to increase diversity is through hiring. But impacting representation through hiring can only happen if your hiring process is inclusive and eliminates bias from the process as much as possible.

This workshop addresses:

  • The affects of poor selection and common interviewing errors
  • Common unconscious and conscious bias in the hiring process
  • Practical strategies to ensure the hiring process is inclusive
  • Effective questioning techniques to maximize inclusive hiring

Poor selection is not only a missed opportunity for a more diverse employee population; it impacts your company’s reputation, profitability, and has a high cost. These costs can be driven down when the hiring process is altered and attention is paid to all levels of the hiring decision. In this section we will address some of the basic drivers of successful hiring.

Neurologists have proven that much of our thinking, perception and actions are shaped by activity in our brain that occurs outside of conscious awareness or control – this results in unintentional influences that impact our judgments and may not align with our values, or the values of your company. We call these unintentional influences "unconscious bias" and they are neither good nor bad but they do have an impact on hiring. In this section of the workshop, participants gain understanding and experience of why our best attempts at increasing diversity through hiring often falls frustratingly short and does not deliver on the promise intended.

But understanding our biases is simply a first step and will not yield results. Weneed to couple understanding with actions. In this section of the workshop we will address practical strategies that can be put into place topromote an inclusive hiring process.

The closing section of the workshop will include some examples of effective questioning that focuses on maximizing inclusive hiring. These are not exhaustive, but help provide concrete examples of what can be asked, and what cannot.