What you’ll learn:
Master the best practices in leading virtual teams used by Fortune 500 leaders to seize competitive advantage for their bottom lines and careers
Discover how to collaborate and innovate most effectively in virtual teams, while holding team members accountable for deliverables
Develop a plan with specific next steps to adapt for yourself the best practices used by Fortune 500 companies for leading virtual teams
Detee the most effective work arrangements for virtual teams to achieve your business objectives
Learn the dangerous judgment errors called cognitive biases that undee successful virtual team leadership and how Fortune 500 firms defeat them
Maximize productivity, engagement, retention, and morale for virtual teams for your team’s bottom line and your own career
Feel truly confident about whether you make the right calls in leading virtual teams to reach your desired leadership goals
Description:
Leading virtual teams is the key new skill that leaders must master for leadership success in the new normal for their bottom lines and their careers. .
Unfortunately, our intuitive leadership style is adapted to in-office collaboration, and is poorly suited to virtual teams. Our gut reactions on virtual teams can’t be trusted, as revealed by research in behavioral economics, psychology, and cognitive neuroscience. So how do the leaders of Fortune 500 companies make the right calls on leading virtual teams to reach their business objectives
They follow evidence-based best practices on leading virtual teams and the future of work as revealed by such research. In this course, you will master techniques for leading virtual teams drawing on cutting-edge behavioral science and real-world best practices from Fortune 500 companies. After taking this course, you will:
· Master the best practices in leading virtual teams used by Fortune 500 leaders to seize competitive advantage for their bottom lines and careers
· Discover how to collaborate and innovate most effectively in virtual teams, while holding team members accountable
· Develop a plan with specific next steps to adapt for yourself the best practices used by Fortune 500 companies for leading virtual teams
· Detee the most effective work arrangements for virtual teams to achieve your business objectives
· Learn the dangerous judgment errors called cognitive biases that undee successful virtual team leadership and how Fortune 500 firms defeat them
· Maximize productivity, engagement, retention, and morale for virtual teams for your team’s bottom line and your own career
· Feel truly confident about whether you make the right calls in leading virtual teams to reach your desired leadership goals
Sounds too good to be true These methods were successfully used by Aflac, Applied Materials, Entergy, Honda, Jones Lang LaSalle, IBM, Reckitt, Wells Fargo, and Xerox to dramatically improve the skills of their top executives, senior VPs, middle managers, and lower-level supervisors in leading virtual teams. Over the last few months, I trained the leaders at these Fortune 500 companies, as well as at numerous middle-market companies and quickly-growing startups, on virtual team leadership. More broadly, I served for over 20 years as the CEO of the boutique future-proofing consultancy Disaster Avoidance Experts. Below is a sample testimonial from a recent training on virtual team leadership.
