Key Objectives:

• Become familiar with the 5 pillars of emotional professionalism and the traits of an emotionally professional leader;

• Recognize the positive impact of emotional professionalism on the individual and the organization;

• Discover how leading with benevolence directly supports psychological safety and resilience.
  

Primary Results:

By exploring human-centered skills through a variety of activities and discussions, leaders will determine the best way to balance openness, transparency, and vulnerability with competence and strength. This is especially important to prepare teams for change, and to support the personal well-being and resilience of each employee.

Key Objectives:

• What triggers people’s behavior when facing conflict;

• How to become more proactive as opposed to reactive;

• Having a “cause” mindset as opposed to “effect” in order to build positive support.
  

Primary Results:

Effective conflict management in organizations generates trust, respect, and helps set judgment aside. It also creates a culture of collaboration, innovation, and high performance. Effective conflict management skills enhance learning and group outcomes in organizations, and reduce resistance to change.

Key Objectives:

• Identify the 4 main “negative wizards” and their roots;

• Boost mindfulness and positive intelligence (PQ) to think constructively rather than self-sabotage;

• Increase awareness of how one’s mindset impacts feelings, actions, and results.
  

Primary Results:

Leaders will learn and practice tools and techniques to reframe and reprogram their way of thinking about themselves, their circumstances, and the people around them.

Key Objectives:

• Become familiar with the 3 elements of mindful communication;

• Uncover the 5 rules of difficult conversations;

• Discover how to let go of judgment and embrace curiosity.
  

Primary Results:

In order to foster creativity and innovation, leaders must change their approach to allow team members to express ideas and opinions, facilitate communication between team members including difficult conversations, and embrace the possibilities and creative tools that the virtual world has to offer. Leaders have the power and influence to shift volatile, uncertain, complex and ambiguous (VUCA) work environments into vision, understanding, clarity, and agility.

Key Objectives:

• Become familiar with the 4 basic elements of trust;

• Apply the elements of trust to team dynamics;

• Balance connectedness and assertiveness.
  

Primary Results:

Leaders in virtual workplaces need to go above and beyond the normal strategies to build trust. Building intentional relationships with their team members, showing competency, communicating with transparency, and being present can make the difference between organizations that struggle and organizations that thrive. When team members feel trusted, they’re better able to bring their whole selves to work, and give their best.

Key Objectives:

• Become familiar with the concepts of “emotional professionalism” and “grounded confidence”;

• Understand the relationship between self-confidence, self-efficacy, intent, and intuition;

• Practice tools to boost self-confidence.
  

Primary Results:

Participants will be provided with the knowledge and tools to make lasting positive changes in their leadership styles so they are clear on what really matters to them, how they show up, and their impact on others.

Key Objectives:

• Become familiar with the facts and roots of burnout

• Make the distinction between feeling burnout and “worn out”

• Create small experiments to build resilience and practice self-care to protect yourself and your team from burnout
  

Primary Results:

Leaders will identify the signs of burnout in themselves and others, and apply a simple formula to gauge and predict burnout. They will reflect on sustainable solutions to create a work and personal environment that can shield them from becoming a statistic.