VIRTUALLEADERSHIP DEVELOPMENTBest 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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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.