This course offers seasoned and up-and-coming leaders a clear, concise overview of hiring for team culture, the concepts and practices of building a productive environment for remote and hybrid teams, and leading organizational strategies, which begins with developing a strategic plan, creating SMART goals, and determining the most critical key performance indicators or metrics to manage and measure the plan’s success. Studies have shown that leading and developing talent includes creating a culture of diversity, equity, inclusion, and belonging.
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As a result, this course provides strategies for identifying, attracting, and retaining a diverse team of employees. Finally, the course includes best practices for coaching and mentoring based on a partnership that provides support and challenging opportunities to employees.
The lessons are structured around the responsibility of a leader to consider all aspects of team development, from the individual employee to the team as a group.
In addition, articles, self-evaluation forms, discussion post activities, and practice questions encourage participants to apply leadership principles to their situations. With a strong foundation in leadership theory and the most recent research, the program is designed for immediate practical application.
Course 2 of 3 in the Advanced Leadership Skills for the 21st Century Specialization.
Syllabus
WEEK 1
Introduction to Leading and Developing Top Talent
WEEK 2
Building Effective and High-Performing Teams
Building effective and high-performing teams is a strategic process that begins with the selection of a team that fits within your culture, developing operational procedures and work environments that lends themselves to creating high-performing teams in both remote and hybrid environments, as well as recognizing the importance of building and managing a diverse group of professionals.
WEEK 3
Leading and Communicating Strategic Innovation and Vision
In times of today’s volatility, uncertainty, complexity, and ambiguous business environment, there are inflection points that continually threaten to shake up industries. However, some organizations survive disruption by actively sensing and responding to environmental changes. Influential strategic leaders only develop strategic plans that guide the business but adjust the strategic plan, goals, and objectives based on environmental changes, policy, and other new information. Still, more than 60% of organizations do not have a formal process and likely will miss critical inputs to their strategic assumptions and planning. This leaves their organization exposed to blind spots and risks limiting their ability to capitalize on these opportunities. Then, there is the challenge of bringing these principles to life in a meaningful way so people can relate.
WEEK 4
Coaching and Mentoring Framework
Being a coach involves drawing from several disciplines. Coaching is based on a partnership that provides support and challenging opportunities to employees. Knowing how and when to coach is an essential skill that can benefit you and your organization. Finally, this module includes the best practices for having difficult conversations during coaching and mentoring opportunities.
