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.
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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.
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:
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:
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.
Included in the LEADERSHIP IMPACT PROGRAM:
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:
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:
The Agenda includes:
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:
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.