1. VIRTUALLEADERSHIP DEVELOPMENT
Best Practices
Organizations regularly rate their top
training priority as leadership development;
top executives see a direct link between
leadership capabilities and an organization’s
competitive advantage.
So it may be surprising that organizations
often postpone or compromise these
initiatives because of logistical challenges
associated with a dispersed workforce, or
business requirements that make it difficult for
leaders to leave their offices to attend face-to-
face training.
Virtual Leadership Development is an efficient,
effective and at times preferred method
for developing leadership competencies.
Managers attend short, convenient sessions
usually lasting between 90 minutes and three
hours, enabling them to apply what they
learn right away and avoid leaving the office.
Multiple-session programs provide ample
time for reflection, action and coaching from
instructors. Peers often find collaboration
during virtual sessions as powerful ways to
strengthen relationships and expand influence
networks. Organizations save on hotel, travel,
entertainment and opportunity costs.
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2. Here are some Best Practices for designing and
delivering virtual leadership programs.
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PROGRAM COMPONENT BEST PRACTICE
SUPPLIER
Find the right leadership training company. Look for experience and accreditation. A
company with a history of certifying its trainers to a consistent performance standard
and which has been recognized by accrediting or quality organizations for its design
and delivery process are your safest partners. Investigate whether or not the supplier
also offers public leadership training courses delivered entirely through a virtual
platform.
DESIGN ELEMENTS
Combine several two- or three-hour sessions that target competencies critical to
your organization’s success. A supplier should provide a broad variety of module
choices and offer to demonstrate how their courses map to the leadership skills your
organization is attempting to enhance.
TIMING
Plan for learning sessions to be delivered when your managers need them most – not
too early, and not too late for the training to have maximum impact. Schedule sessions
one to four weeks apart to allow for practice, coaching and feedback from instructors
and peers between sessions.
MEASURE IMPACT
Participants and their managers can establish Key Performance Indicators to be
achieved in conjunction with the training. Use important business metrics such as
increased revenue, decreased costs, increased client retention or decreased employee
turnover. Consider using a system for measuring return on investment.
DEVELOPMENT PLANS
Require that each leader creates a written Individual Development Plan (IDP) in
conjunction with the training sessions they attend. By doing so, your organization can
identify common skill gaps among leaders, and leverage specific virtual programs to
close those gaps, regardless of where each leader is located.
ASSESSMENT
Use 360-degree evaluation, employee or customer satisfaction survey, personality
inventory or similar tools to help managers become more aware of their natural
strengths, development opportunities and potentially “derailing” behaviors.
CONNECT IT TO REALITY
Use “stretch assignments” or “capstone projects” to tie individual or group
development goals together with the program. Participants can work with their
managers on assignments that require the synthesis or use of newly acquired skills.
For example, ask participants for their ideas to streamline process, increase sales or
otherwise impact Key Performance Indicators. Build their confidence and ability to
influence others by presenting their results or recommendations to executives.