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How Different Management Styles Affect Business Outcomes

The way a manager leads a team is a driving factor behind what their team accomplishes and produces. It can impact the productivity of their staff and the overall output of the organization. Organizational efficiency is a byproduct of each department, which can be significantly influenced by the different forms that management can take.

Unfortunately, there’s no universal standard or approach, when it comes to management styles. The most appropriate approach ultimately depends on the structure of your team, including your people—their experience and expectations—and situational factors such as short- or long-term growth and organizational goals.

While there is no definite way that managers can apply every organizational style to their management technique, it’s best for leaders to at least be aware of a range of leadership characteristics so that they can appropriately apply facets of the techniques to specific situations.


Also known as the coercive style, the directive management technique has a primary objective of obtaining compliance from employees. This authoritarian approach closely monitors employees, motivates employees through discipline, and generally positions the manager at the center of the organizational structure. While this management technique is effective when there is a crisis or potentially perilous situation in the mix, it is not effective as a long-term management strategy if you wish to further develop employees.

Ultimately, this managerial style is useful when deviation from the norm is a risky decision. In highly litigious industries or situations, the directive manager drives their team to success. However, if employees are highly skilled, or you’re looking to develop certain skill sets, this management preference can stifle growth. Little to no learning happens within this style, and employees often become frustrated and unresponsive to the micromanagement that occurs.


Authoritative managers lead with the idea of implementing long-term direction and foresight across their teams. Also referred to as visionary leaders, these managers embody the “firm but fair” mentality. While they provide employees with clear explanation and direction, they may choose to motivate by persuasion. These leaders include a large amount of feedback on their employees’ performance.

Authoritative leaders are effective when clear direction and standards are needed. These leaders lead by example and manage with a high level of conviction. When leaders are credible, employees are apt to follow their guidance. While this leadership technique works in some situations, like directive management, it does not develop employees to their fullest ability. Because management provides guidance, employee insight and opinions often take a backseat, which can limit collaboration.


Affiliative leaders work to develop strong teams. This style of management is concerned with creating harmony between employees, management, and departments. These leaders promote open communication and place an emphasis on building cross-departmental, interpersonal relationships. Often, managers work hard to avoid conflict and motivate their employees by keeping them happy.

This management style generates positive results across companies that rely on structured teams. When combined with other management styles, affiliative leadership can help coach employees. Leaders manage and mitigate conflict, which ultimately fosters a collaborative work environment that produces results. While this management technique does build harmony, it does not create much accountability. Therefore, this style is most effective in work environments in which tasks are routine and performance is reliable.


Commonly recognized as democratic leadership, participative management has an overarching objective of fostering commitment and consensus across a team. In this style, management actively encourages every employee to voice their opinions in the decision-making process. As opposed to directive and authoritative leadership—in which management emphasizes individual performance—participative managers motivate by rewarding team effort.

This honest, transparent work environment can inspire employees to feel involved and part of their organization. It’s especially effective when an organization has a structure in which experienced, credible employees work together in a steady, stable environment. Participative managers can foster collaboration and drive creative solutions. However, much like affiliative management, this style does not work well in environments that need to be closely monitored.


The coaching technique is a self-explanatory style that centers on learning. Much like the authoritative leadership, this management style has a primary objective of fostering long-term professional growth and development. Managers spend significant time training, evaluating, and coaching employees. By encouraging employees to develop specific skill sets and strengths, managers can positively influence the performance and output of their team members.

While this style doesn’t directly contradict team-driven approaches such as participative and affiliative management, it does tend to drive a one-on-one mindset. Taken to an extreme, managers that deploy coaching techniques can be misinterpreted as micromanagers. In this regard, it’s important for managers to offer coaching opportunities to every employee, which, in some situations, may be time-consuming.

While each of these leadership traits has something different to offer, not every management style will suit your organization. How would you describe your own management style?


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4 Ways to Provide Strong Leadership in Times of Change

Organizational change is inevitable. According to research by Gartner, a typical organization today has undertaken at least five major organizational changes in the past three years. During times of change, effective leadership is especially critical to organizational success. Every organization needs leaders who can successfully navigate the waters of change.

Whether change is driven by shifts in customer demands, increased competition, or the introduction of new technology, organizations must be able to upgrade or re-engineer processes and ensure employees adapt and grow to meet organizational needs. People are at the heart of any effort to bring about organizational change, and they require strong leaders who, through their actions and words, can set the tone for how employees should approach change. Here are four ways to provide strong leadership in times of change:

Set and Communicate the Vision

Whether dealing with one significant change or a climate of continuous change, it’s important to establish and communicate a vision early. The vision for change helps employees understand why change is occurring, what the desired end result is, and how the organization will look once change has been achieved. When people understand the vision, there’s a greater chance of allaying the anxieties they may have about how change will affect them. But establishing the vision doesn’t stop with the initial communication; the vision must then be communicated often, and in different forums, so that employees have many chances to encounter and connect with it.

Model Expected Behaviors

An IBM study found that the top factor reported by organizations for successfully leading change was having leaders who act as role models and communicate the case for change. When leaders model desired behaviors, they show how to develop a positive attitude about change and approach it with confidence. Leaders can model expected behaviors by:

  • Asking thoughtful questions when unclear about how change will impact certain processes
  • Sharing advice and insights with the team about what they’ve learned when undergoing certain kinds of change
  • Displaying a healthy sense of humor, which helps others feel encouraged rather than discouraged
  • Showing a willingness to try new things and adjust processes to accommodate organizational change

Support Employees

Strong leaders are able to support employees who are dealing with fear, confusion, or resistance to change. In fact, when individuals feel supported by their leaders and see that they’re not alone or ignored, they become more receptive to change. Leaders can support employees by:

  • Regularly sharing information about the status, timeline, and impact of change on people and key processes
  • Showing empathy and expressing a desire to understand how change affects each of the people on their team
  • Providing opportunities for employees to share their frustrations, concerns, and successes in dealing with change
  • Providing employees with learning opportunities to adjust their mindset and acquire new skills for managing change

Recognize Successes

Leaders can encourage positive behavior and a healthy attitude about change by recognizing behaviors that demonstrate support of change. There are a variety of ways to recognize employees, including via email, in team meetings, and one on one. During times of change, it can be easy to get caught up in ever-changing activities and processes, but recognizing and celebrating successes along the way helps everyone see the progress made. In addition, by recognizing employee actions taken in support of the change or changes that are occurring, leaders reinforce positive behaviors and show others what they can do to be recognized and rewarded.

To lead change successfully, leaders must communicate the vision for and details of change early and often and show through their actions how to approach change. When leaders remain a constant source of information and support, employees don’t just understand the vision for change; they embrace it.


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7 Tools You Can Use to Measure Your Company's Culture

Measuring a company’s culture can be a challenging undertaking. While some parameters are clearly definable, others are more difficult to pin down. However, when your objective is to shift a company’s culture, it’s important to measure progress to determine if your efforts are resulting in your desired outcomes.

When you consider that a company culture is the sum of individual behaviors, it becomes easier to identify measurement techniques. Making the transition from one culture to another requires behavioral change on an individual level, which is more difficult than you might expect. Even after an inspiring training event, it’s easy to slip back into old habits, especially when employees are faced with the daily pressures of their jobs. However, when individuals collectively make changes over time, the cycle is repeated, new norms are created, and the result is a new culture.

Let’s take a look at the seven measurement techniques that can be used throughout a successful culture transformation.

1. Pulse Checks

Before even starting a culture transformation initiative, it’s important to know the current state of the organization. A pulse check is a short questionnaire used to first capture the baseline culture and then measure change over defined periods of time. For example, you might ask employees to do a pulse check once every quarter to measure changes in responses to questions about how well the leadership models behavior that embodies the company culture.

2. Key Milestones

An important component of culture change is clearly articulating the expected standard and identifying what must be done to achieve it. Creating key milestones over a period of 18 to 36 months gives employees and managers benchmarks to work toward. These milestones also help sustain the momentum of culture change over time. Many culture shifts start with a big push but can fizzle after a few months as employees revert to their old habits. Keeping these key milestones at the forefront as a measurement tool can help sustain the energy as people work to incorporate new behaviors into their daily jobs.

3. Knowledge Testing

In the early stages of a culture transformation, it’s important to know if the new information being delivered during training is understood by participants. If the training didn’t resonate, you can’t reasonably expect changes in behavior. Knowledge testing in the days and weeks after training will confirm that employees learned the desired skills or will provide evidence that further training is required.

4. Mobile Boost Learning

After confirmation that the training was effective, fight the effects of learning decay with a tool like mobile boost learning. Meant to reinforce (not reteach) knowledge already acquired, boost learning can help keep new concepts and behaviors top of mind. Mobile tools can deliver short messages to reinforce behaviors that lead to better quality, efficiency, productivity, or whatever your defined culture change goals are.

5. Self-Assessments

As time progresses during a culture change, employees reach a point where they understand what is expected of them, have the tools to make the desired changes, and are making a genuine effort to apply new skills and change their own behavior. During this stage, self-assessments are valuable tools that allow employees to test these new behaviors in a safe environment. Working with a manager who is able to set clear goals for specific tasks ensures that employees are able to try a new behavior, make corrections, and generate feedback that contributes to lasting change.

6. Multi-Rater Assessments

The next stage in a culture transformation is when employees are not just testing new behaviors, but fully deploying them. At this point, multi-rater assessments that gather feedback from managers, customers, and direct reports can help refine these behaviors even further and optimize the culture. This level of measurement is not necessarily appropriate for every organization going through a culture transformation, as it demands more resources and a level of rigor that not every company needs. However, for organizations that want to achieve a certain level of performance, multi-rater assessments can be a valuable tool.

7. Culture Impact Scorecard

All of the results from the above assessment tools can be combined into a culture impact scorecard or digital dashboard that allows you to centrally manage and communicate the importance of the culture in the organization. Having all of the data in a single location enables you to correlate all of the phases in adopting a new company culture.

  • Training
  • Knowledge
  • Application
  • Behavior change
  • Culture transformation
  • Business impact

Can each of these culture transformation tools be used independently? Of course, but if you want to get the most from your training investment and measure how much of an impact your culture transformation program have on organizational goals, it’s important to employ measurement tools during each phase and tie them all together into a snapshot view. Measuring a company culture is not as simple as taking an occasional survey, but with a smart strategy and the right tools, you can measure transformation in action.


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5 Change Management Strategies for Leaders

Leaders and managers play a unique role in organizational change. They act as champions for change, as supporters of employees, and in reinforcing change after it has taken root. Despite the many studies that show the high failure rate of change management initiatives, one study of more than 56 companies found that a key characteristic of successful change efforts was the involvement of managers who are able to act as levers of change at all levels of the organization. Given that leaders are involved in the daily work routines of all employees, it is of the utmost importance that they implement the following five change management strategies to increase the chances of success:

1. Establish a Clear Vision

Effective change leadership requires a clear vision that is shared with employees in a way that is both understandable and inspiring. The shared vision should outline what will change and what will remain the same for the organization, the team, and individuals. Beyond hearing or reading about the vision, employees need to understand it. Therefore, communicating the vision many times and in various mediums will ensure your employees have a clear understanding of the planned change and the reasons behind it. Here are a few things you can do as a leader to establish a clear vision:

  • Create a clear picture of the organizational goals, how the change initiative will help to achieve those goals, and how it will affect employees on an individual level.
  • Regularly discuss the vision in meetings, on the company intranet, and in town-hall gatherings.
  • Talk with your employees individually, formally and informally, about the change and, more specifically, about how it is going for them personally.

2. Leverage the Change Management Timeline

Organizational change is a journey that requires a strategy before, during, and after implementation. As a leader, you can take the following steps throughout the timeline:

  • Before the change: Begin to ask questions to determine employee readiness for change; surveys are one way to do this. Set and communicate employee goals that relate directly to the change initiative.
  • During the change: Recognize milestones and employee actions in support of change. This is a great way to keep change efforts alive. During meetings, emphasize items that have been crossed off to-do lists and praise the team’s progress and continued commitment.
  • After the change: Reinforce the goal of the initiative with the help of surveys or questionnaires that assess the degree to which the transformation has been successful. Use the responses to determine if further action needs to be taken.

3. Support Your Employees

New MRI technology is able to show what happens to our brains when we are faced with major organizational change, giving us a better understanding of the feelings that change can evoke in us, including fear, anxiety, anger, and fatigue. To gain the support and commitment of your employees, try using change-management strategies to mitigate emotions like fear and resistance. The following are some actions you can take to support your employees during times of change:

  • Create varied learning opportunities to help your employees handle workplace changes; for example, experiential training sessions can encourage individuals to test out new skills and behaviors associated with change in a risk-free environment that allows them to practice and better understand the outcomes.
  • Be sympathetic to your employees’ emotions and address their concerns with honesty and optimism. Sometimes, working through emotions together—either one-on-one or as a team—helps individuals address their frustration and fear of change in a more constructive way.

4. Ensure Effective Two-Way Communication

Some people need to see and hear information many times to achieve sustainable behavior change. Furthermore, the chances of change-management success are greater when employees are given a variety of opportunities to communicate with one another. Here’s how you can support healthy two-way communication:

  • Provide opportunities to discuss the challenges and opportunities associated with change in meetings, team off-site activities, and team-building sessions.
  • Recognize the power of casual social interactions and how shared experiences help employees make sense of the change they are experiencing.
  • Search for and address communication bottlenecks that may be standing in the way of change.

5. Focus on Skill Development

When your employees develop the communication, time management, and stress management skills that can help them handle change, they’ll be better equipped and will feel more confident. During times of change it may be necessary to provide change management training for both leaders and employees, as well as implement a reinforcement strategy that promotes real-time coaching and ongoing learning.


Effective change management requires the active participation of leadership and the implementation of the strategies above. While the actions leaders take to support change initiatives may vary depending on their role, function, or leadership style, the underlying commonality is their commitment to the change initiative and ensuring its success.


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8 Principles for Leading Successful Organizational Change

Change affects all organizations. It’s inevitable, and it can occur internally or as a result of market or industry change. Leading change effectively is not only necessary for survival, but it’s also a requirement for building and maintaining a competitive advantage. Towers Watson research found that companies with strong change management practices are 3.5 times more likely to outperform their peers. Organizations that successfully navigate change are able to overcome obstacles and continue to grow as they transform existing processes and introduce new tools.

The key to any successful change management initiative is having effective leaders who not only embrace change, but also effectively lead others through change. Organizational change isn’t always predictable and can occur at any time. As a result, leaders must be flexible and ready to recognize the need for change. They also need to take actions that help the entire organization support change on an ongoing basis. Here are eight important principles for leading organizational change.

1. A clear vision

For any company endeavor, there must be a well-defined plan. Successful organizational change requires a vision that details the reason for change, how it will impact employees, and what the end result will be. People need to have a clear line of sight that helps them see how things will change and how the company will be better once the change is implemented effectively. Without that clarity, it’s hard for people to see how and why they should support change. Instead of simply telling employees that change is coming, leaders can effectively communicate a clear vision for change by repeating the vision in numerous forums, including in meetings, one-on-one discussions, and emails. A strong vision inspires people to action. As people become more comfortable with the vision for change, they will have time to embrace it and support it by changing their behavior.

2. Involvement of the entire organization

Although it’s necessary for organizational leaders to establish and communicate the vision for change, leaders also need to ensure that the change initiative involves all levels of the organization. Successful change management must start at the top, but it can’t stay there. When the entire workforce is involved, there is less chance of certain groups or functions assuming they are immune to change or that they don’t need to participate. In addition, when everyone is included in organizational change efforts, there’s a greater likelihood that a culture that embraces change will result.

Functional and frontline leaders are uniquely positioned to ensure the involvement of the whole workforce. They touch all levels of employees and can help ensure that key messages about change are consistently delivered throughout the company. In fact, one study found that one of the most important factors of successful organizational change efforts was the effectiveness of mid-level managers. With the consistent support of all leaders, key messages are reinforced rather than diluted or lost.

3. Change agents

Organizational leaders can further drive the effectiveness of company change efforts by enlisting change agents who can also support and champion change. These informal leaders support change and lead by example, showing others how to approach change and how to develop a mindset that is less resistant to change. Change agents can lead a task force, explain a new process to a group of employees, or organize a Q&A session to help employees navigate change. When people see change agents and peers participating in change efforts, they may be more likely to join in.

4. Effective communication

Effective communication not only helps people understand change and how it will impact them, but also keeps change efforts on track. When the communication is two-way, individuals also have opportunities to share feedback and ask questions. According to a Robert Half survey, 65 percent of managers said that clear and frequent communication was the most important aspect of leading through times of change. Opportunities for effective communication exist before, during, and after a change initiative. For example:

  • Before change – Clear communication about the change that’s coming helps employees prepare and adjust.
  • During change – Frequent communication about progress and milestones helps individuals see what’s been accomplished and gain clarity on next steps.
  • After a change initiative has concluded – Regular communication reinforces new behaviors and processes and helps to ensure people don’t fall into the “old way” of doing things.

5. Learning and development

Most people don’t show up to work knowing how to handle change; they need to be taught. Considering that organizational change happens so frequently and that there are many effective strategies for managing it, leaders can benefit from coaching and change management training that helps them master the art of leading change. When leaders have the skills they need to guide employees through change, they will lead with greater impact and drive change at the individual level. Targeted leadership development can help individuals build competency in the following areas:

  • Setting expectations to help individuals understand desired outcomes
  • Effectively delivering messages about change that drive individual behavior
  • Giving feedback that inspires and motivates employees to embrace change

6. Employee support

Change can be a daunting and frustrating experience, but those frustrations can be allayed by leaders who provide the motivation and support that shows employees they’re not alone. Support for employees can come in many forms. Leaders can have one-on-one conversations with employees during which they show empathy and provide suggestions for how to navigate change. They can also provide individuals with tools that will help them adapt to a new process or workflow. Other examples of employee support mechanisms include:

  • Feedback sessions that give individuals opportunities to raise concerns and ask questions about the changes they’re experiencing.
  • Experiential learning exercises that provide a safe environment for learning and practicing new skills in areas such as teamwork, communication, or time management.
  • Team building and off-site sessions that help individuals bond over shared experiences and benefit from each other’s advice.

7. Accountability in teams

Successful organizational change can only happen if everyone takes accountability for doing their part. Leaders need to be accountable for communicating clear expectations, providing feedback, and supporting their team through a change initiative. They also need to ensure that everyone on the team is accountable for the outcome of the change initiative, instead of viewing it as a management-only exercise. One way leaders can build accountability within teams is with MCR (Model, Coach, Require) coaching. In this three-step process, leaders model the behavior they expect of employees, coach individuals for improved performance, and then require the necessary change in behavior by setting clear expectations and consequences. When everyone does their part and takes ownership of organizational change, teams function more efficiently and sustainable change becomes more likely.

8. Reinforcement and measurement

Organizational change doesn’t stop just because a specific change initiative has come to its conclusion. Leading organizational change requires reinforcement of new employee behaviors and skills, as well as measurement of your progress on an ongoing basis. Regular reinforcement of newly learned behaviors supports better retention of training content. Additionally, measuring progress helps everyone see how far you’ve come and inspires them to stay the course. Examples of reinforcement and measurement activities that keep the momentum going for organizational change efforts include:

  • Celebrating wins and other successes.
  • Following up with employees in person and via email to reiterate the company’s commitment to change.
  • Reinforcing new skills employees have learned through assessments and learning exercises.
  • Measuring the results of change initiatives through surveys and performance metrics.

Leading organizational change requires a deliberate focus on developing leaders who can lead others through the waters of change. Leaders need to possess the ability to explain to employees why change is necessary, how change will impact them, and what each person must do to make the change initiative a success. When leaders have the tools to communicate, coach, and support employees through change, the chances of success are greater.

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Top 5 Skills Needed to Successfully Resolve Conflicts in the Workplace

Everyone experiences some kind of conflict in the workplace at some point. Something which Covid has added a realm of complexity to, to not only detect, but also resolve. Conflict can arise in many situations, but disagreements with coworkers commonly cause interpersonal strife. In fact, in an 18-month research study, nearly 100 percent of respondents cited interactions with coworkers as the primary cause of conflict at work. Conflict in the workplace also impacts employee productivity. According to one study, a single employee spends nearly three hours every workweek trying to resolve some kind of conflict. Even worse, unresolved conflicts can impact employee engagement and have negative implications for company culture.

When the possibility for conflict exists just about everywhere in the workplace—and the cost of leaving it unresolved is high—employees need to know how to resolve conflict and be equipped with the skills to do so. Here are 5 skills that can help them do that.

5 Conflict Resolution Skills:

1. Communication

Employees need to know how to talk to each other in order to understand the source of conflict, as well as alternate points of view—but communicating well involves more than talking and getting your point across to others. Strong communication also includes listening. When employees know how to use active listening techniques, like asking questions, restating, and using analogies to rephrase statements, the chances of resolving the conflict become greater. Remote working has placed a greater need for strong interpersonal communication skills. Other communication behaviors that support effective conflict resolution include:

  • Reading nonverbal cues
  • Knowing when to interrupt and when to stay quiet
  • Being clear and concise when explaining a concept or opinion

2. Teamwork

Individual personalities and disagreements can often give rise to conflict within a team. However, when individuals understand the behaviors that lead to successful team functioning, they can avoid and reduce the occurrence of conflict in the workplace. Some of the behaviors that demonstrate strong teamwork skills and help resolve workplace conflict include:

  • Focusing on shared goals instead of disagreements
  • Ensuring each member of the team has a clearly defined role, which can help reduce disagreements over areas of responsibility
  • Periodically suppressing personal ego and desires, and instead considering the needs of other members of the team

3. Problem-Solving

Problem-solving skills aid conflict resolution by helping individuals objectively approach a challenge and consider the many possible solutions to it. When individuals know how to tackle a problem rather than avoid or deny it, they can prevent or even reduce the chance of a conflict emerging.

There are some specific problem-solving actions that individuals can take to resolve conflict in the workplace successfully. Once a conflict has been identified, it’s helpful to attempt to fully understand the source or cause of the conflict before attempting to resolve it. Effective problem-solving also includes evaluating various solutions and taking care to consider multiple interests and points of view. And as anyone who has ever experienced conflict can attest, sometimes the chosen solution is unsuccessful. Individuals can use problem-solving skills by demonstrating a willingness to revisit unresolved issues and try another solution.

4. Stress Management

Sometimes, stress can kindle the fires of workplace conflict, and at other times, the conflict itself creates a stressful situation for employees. Whichever comes first, employees need the necessary tools to manage their emotions, as well as the ability to cope with the frustrations of workplace conflict.

When employees have learned the strategies for preventing and reducing stress, they’re more able to calmly express themselves and work with others to resolve disagreements or discord. Some of the stress management behaviors that help with conflict management include:

  • Where appropriate, injecting a dose of humor to dilute the anger and frustration that often accompany conflict
  • Taking well-timed breaks that can bring calm in the midst of flared tempers
  • Talking to others as a means of releasing bottled-up emotions

5. Emotional Agility

Conflict in the workplace can trigger strong emotions, especially when the conflict causes an employee to feel their position or employment is threatened. Therefore, emotional agility is a key conflict resolution skill as it allows one to understand the emotions of all individuals engaged in a conflict, including their own. Being emotionally aware also includes the ability to put oneself in another’s shoes and practice empathy and compassion.

Leadership development can help cultivate emotional agility and provide useful strategies for resolving conflict successfully. For example, it can teach individuals to master influencing techniques and learn how to leverage relationships for successful outcomes.


Improving Conflict Resolution Skills Can Make a Real Difference

Most people need help improving their ability to approach conflicts with confidence and calm, rather than avoiding them or just trying to smooth things over. Many useful behaviors support effective conflict resolution, including taking steps to understand and listen to multiple viewpoints and keeping emotions in check. Thankfully, a combination of leadership development and conflict resolution skills training can help individuals learn how to resolve conflict, specifically in the areas of communication, teamwork, problem-solving, and more.

5 Conflict Resolution Skills You Need to Resolve Conflicts in the Workplace


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The Difference Between Change Management and Change Leadership

Change is inevitable, and for organizations everywhere, things are moving faster than ever before. One study found that industry change, mergers and acquisitions activity, and disruptive startups will shorten the average lifecycle of an S&P 500 company from 24 years to just 12 years by 2027. Whether it is a result of organizational initiatives, a merger or acquisition, a leadership transition, or simply shifting market conditions, it isn’t about if, or even when change will occur. It’s about how long-lasting and disruptive the change will be, and how it is handled by the organization.

Being prepared to not just survive change, but to proactively design and leverage opportunities for change from within the organization, is a key differentiator in today’s markets. To do this effectively, it is important to understand change management vs. change leadership.

What is Change Management?

Change management is usually reactionary and can be seen as a linear process, with a single goal and preset checkpoints. These are defined by the change managers, and implemented by relevant individuals. As a Forbes article put it, “change management can be seen as an intermittent project, with a discrete beginning and end, addressing one or two big-ticket items, such as restructuring the organization or implementing a new IT system.”

As anyone who has been through a major change in an organization knows, it is rarely that straightforward. It is an iterative process that requires strong leadership, input from throughout the organization, and course-corrections throughout the process. To bring the biggest benefit, implementing change requires more than just management – it requires change leadership.

What is Change Leadership?

Change leadership is a proactive approach to change management, where change is seen as an opportunity for growth and improvement rather than a finite project. Change leaders create an inspiring vision, and advocate for that vision throughout the organization.

Change leaders take a people-centric approach. They consider how change affects employees, their processes, and their tools. They work alongside company leaders, HR, and employees to successfully integrate the change rather than impose it. Change leaders seek out insights and feedback, and strive to understand any challenges the change initiative is causing. They acknowledge when things aren’t working as anticipated and adjust the plan accordingly. This gives employees a voice in the initiative, empowering them to provide the input that will allow them to support and engage with the initiative.

But before a change initiative even begins, true change leaders work diligently to build trust with their employees. That way, when change happens there are strong relationships to provide a foundation that allows employees to follow even when things seem uncertain.


What Do Change Leaders Do Differently?

1. Inspire Others with a Vision

A good change leader can create a vision for the future of the organization that will inspire others to support change, rather than resist or fear change. The vision will clearly show why change is necessary, the benefits of changing, and how people will be affected in their work. Successful change leaders anticipate, understand, and address employee concerns in that vision. A clear vision not only ensures that everyone understands the benefits of organizational change, but that they feel like a part of it – the picture is so vivid that it inspires everyone to want to achieve it.


2. Define the Strategic Plan

People will begin to connect with the vision for change when they have a clear understanding of the direct impact on their everyday work. To do that, change leaders bring the vision to life by sharing the strategic plan for accomplishing the change. This includes how team and individual accountabilities will be affected, when, and how the processes will change.


3. Communicate Effectively with Employees

Communication can’t stop after the vision and plan are shared. It must continue with progress updates, any adjustments to the plan, and celebrations of the milestones along the way. During a change management initiative, leaders should encourage two-way communication and actively seek opportunities to solicit feedback and questions from employees. They recognize the importance of safe avenues for individuals to provide feedback, ask questions, and seek reassurance, because there will be no meaningful insights without that safety – and change leaders know that would be missing a critical step toward success.


4. Provide Consistent Support

To ensure success, change leaders make sure there is ample support available. This includes providing leaders at all levels of the organization with the skills and information they need to coach and assist their employees. By working with teams and individuals, leaders can address specific changes to tasks and duties, collect suggestions and ideas related to optimizing new processes, and identify areas where further training and supports will be needed. By providing these supports proactively, leaders can maximize the chances of success.


5. Sustain Energy Long-Term

Change leaders know that successfully achieving the vision requires maintaining momentum and avoiding backtracking wherever possible. By routinely providing updates, implementing retention strategies, making adjustments, and reiterating the vision on an ongoing basis, the organizational change initiative stays top of mind. Providing any metrics you’re tracking helps everyone to see the progress as it unfolds. Some change leaders even find that conducting surveys periodically helps them to keep their finger on the pulse of employee mindsets and commitment so they can proactively overcome challenges and friction in the process. Especially in the case of long-term change initiatives, maintaining momentum after the kickoff is crucial to success.



Companies that pursue and embrace change are well positioned to continue to evolve and grow, while those that resist change are at risk of stagnation – or even extinction. Pursuing and embracing change takes more than a change management approach. It requires leaders who lead the change and diligently work to guarantee the organization’s success. When companies simply manage change as it comes, they are constantly attempting to avoid threats. But when leaders can adopt a change leadership approach, change becomes an opportunity to thrive.


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development goals?

5 Leadership Topics That Will Engage Your Team in Development

Training employees to become better managers or executives is an important part of maintaining a strong leadership pipeline. Without this type of development, an organization can be left with leadership gaps that result in decreased productivity, unintentional shifts in the company culture, and potentially lost profits. That is why it is crucial to address certain leadership topics throughout an employee’s development, in order to improve communication skills and team dynamics.

The types of leadership topics that are most relevant will depend on factors like where an individual is on their development path and the foundation of skills that has already been created. Consider including these ideas as you develop your leadership development program.

1. Communication

For those individuals who are early in their journey to becoming a leader, learning how to effectively communicate is critical. Learning and implementing techniques for active listening is the first step in avoiding misunderstandings and overcoming roadblocks. As they continue to grow into leadership positions that require managing people, they can achieve greater impact by learning how to solicit and provide feedback to improve performance. Senior leaders benefit from learning how to create and deliver the consistent messages that will promote a unified culture.

Why do leaders find this topic engaging? Everybody faces challenges that can be resolved using strong communication skills. Leaders in training want to know how they can be better at communicating effectively so that they can generate the results they expect from their teams.

2. Execution

One of the many strengths that makes an individual a great leader is the talent for developing brilliant strategies. However, in order to be effective, this skill must be paired with the ability to execute. Learning how to implement smart strategies through creating plans, tracking milestones, and leveraging innovation enables leaders to demonstrate that their strategies are valid by delivering results.

Why do leaders find this topic engaging? Teaching leaders how to put their strategies into action empowers them to develop new initiatives and gives them confidence in their ability to bring them to reality.

3. Change Management

One of the most challenging times for any organization is a period of transition. Whether it is a change in leadership, a merger, or opening a new branch office, employees crave structure, knowledge, and security in their roles. With the right approach and change management best practices in place, leaders can drive productivity during transitional times, provide stability and vision, and adapt as roadblocks or challenges arise.

Why do leaders find this topic engaging? This type of training is always relevant but is particularly powerful before a planned transition. Having a clear approach allows executives to respond to change with confidence and poise.

4. Empowerment

All leaders must delegate tasks, both large and small. In addition to knowing which tasks are appropriate for the right people, a good leader also has the skills to engage individuals in the decision-making process so that they feel empowered to do whatever is required to produce the best results. Leaders who know how to empower others unleash the full potential of their teams.

Why do leaders find this topic engaging? Leaders who focus on optimizing results want to learn how to get the most from their teams. Although they might know how to maximize their own productivity, they might not yet know how to encourage the same in others.

5. Team Performance

By its very nature, a leadership role requires an individual to guide other people. Different personalities, work ethics, skill sets, and other factors contribute to the many challenges a leader might face when trying to improve team performance. Having the practical skills to overcome these various hurdles enables a leader to both help individuals grow and foster higher levels of collaboration.

Why do leaders find this topic engaging? Effectively leading teams is an ongoing process that requires a broad but refined skill set in order to handle the wide range of situations that will arise.

Development programs for emerging leaders, managers, and executives can include many types of leadership topics. Select the ones that make the most sense for everyone depending on their career level, the challenges they currently face, and the journey you expect them to take as they continue to grow as leaders.


Leadership Topics That Will Engage Your Team in Development


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The Rise of the Employee Experience

A Brief Introduction

Retaining and attracting top talent is quickly rising to the top of financial services organizations priority lists for the coming year and beyond. This may be in part due to the fact that an astounding report by ServiceNow showed that only 28% of Chief Human Resource Officers (CHROs) in the financial services industry believe that their workforce meets business needs. This is compared to 42% of CHROs in other industries.

If you’re feeling the weight of this pressing issue in your organization, start here with our eBook,

Retaining and attracting top talent is quickly rising to the top of financial services organizations priority lists for the coming year and beyond. This may be in part due to the fact that an astounding report by ServiceNow showed that only 28% of Chief Human Resource Officers (CHROs) in the financial services industry believe that their workforce meets business needs. This is compared to 42% of CHROs in other industries.

If you’re feeling the weight of this pressing issue in your organization, start here with our eBook,

Retaining and attracting top talent is quickly rising to the top of financial services organizations priority lists for the coming year and beyond. This may be in part due to the fact that an astounding report by ServiceNow showed that only 28% of Chief Human Resource Officers (CHROs) in the financial services industry believe that their workforce meets business needs. This is compared to 42% of CHROs in other industries.

If you’re feeling the weight of this pressing issue in your organization, start here with our eBook,

Retaining and attracting top talent is quickly rising to the top of financial services organizations priority lists for the coming year and beyond. This may be in part due to the fact that an astounding report by ServiceNow showed that only 28% of Chief Human Resource Officers (CHROs) in the financial services industry believe that their workforce meets business needs. This is compared to 42% of CHROs in other industries.

If you’re feeling the weight of this pressing issue in your organization, start here with our eBook,

Retaining and attracting top talent is quickly rising to the top of financial services organizations priority lists for the coming year and beyond. This may be in part due to the fact that an astounding report by ServiceNow showed that only 28% of Chief Human Resource Officers (CHROs) in the financial services industry believe that their workforce meets business needs. This is compared to 42% of CHROs in other industries.

If you’re feeling the weight of this pressing issue in your organization, start here with our eBook,

Wondering what a partnership with the Eagle's
Flight team could mean for your training and
development goals?

The Shift to Virtual Learning: Scalable
Training for Modern Workforces

A Brief Introduction

This comprehensive guide addresses everything you need to know about creating a robust virtual learning program for your organization to ensure a workforce that is prepared to meet the opportunities of today and in the future.

"The Rise of the Employee Experience: How
Legacy, Corporate Culture, and Rapid Change
are Impacting Talent in Financial Services."

Key Learnings

Chapters cover topics such as:

  • Workplace trends influencing the shift to virtual learning
  • Pitfalls to avoid when building a virtual learning program
  • How to ensure learner engagement in an online setting
  • Popular competency development topics for virtual learning
  • What to look for in a virtual training and development partner


Chapter 1

Workplace Trends Influencing the Shift to Virtual Learning

Explore Chapter >

Chapter 2

Why Do Virtual Learning Programs Fail?

Explore Chapter >

Chapter 3

Why Does the Learner’s Journey Matter?

Explore Chapter >

Chapter 4

Popular Virtual Learning Topics

Explore Chapter >

Chapter 5

What to Look for In a Virtual Training and Development Partner

Explore Chapter >

Chapter 6

Implementing Virtual Learning That Truly Changes Behavior

Explore Chapter >


We’re in the middle of a work revolution and the path to organizational success is more complex than ever. Organizations face challenges ranging from rapidly advancing technology to increased competition, to radical shifts in customer expectations, which are forcing organizations to rethink their approach to talent management and the skills their employees need.

For survival, and even competitive advantage, organizations of every size and in every industry must upgrade employee knowledge and skills to meet the challenges of a workplace that is changing and they must do it fast. A 2018 World Economic Forum study estimates that by 2022, no less than 54 percent of all employees will require significant reskilling and upskilling, primarily in areas such as analytical thinking, innovation, and skills that enable employees to keep pace with digital transformation.

Unfortunately organizations have largely been unable to keep up with the rapid pace of change. Even those with extensive organizational training and development plans and budgets struggle to adequately adapt given the ruthless pace and scale of change. As a result, upskilling has faltered and the gap between the skills needed to succeed, and the actual bench strength of an organization’s workforce has widened.

The question then is, how do you upskill your workforce quickly and effectively? In this guide we will explore how to do just that by building out a virtual learning strategy that drives organizational success.

Chapter 1
Workplace Trends Influencing the Shift to Virtual Learning

Ongoing shifts in the nature of work and how it is performed require new ways of approaching employee learning and development. In fact, organizations and employees alike recognize that training is not only essential for individual growth but also necessary for keeping up with the changing world we live in. A Deloitte study found that 67 percent of employees believe they must continuously reskill themselves just to stay in their current career.

Fortunately, many organizations understand the benefit and need to upskill their employees and are looking to virtual learning as a way to do that in addition to traditional methods and in-person training. In a 2020 report by LinkedIn, it was found that 53 percent of L&D professionals surveyed expect to spend more on online learning globally this year. Some of the specific workplace trends that are driving the increase in virtual learning solutions include:

Remote Work and Dispersed Regional Offices
While remote work has been on the rise for years, COVID-19 dramatically and irreversibly changed where and how we work. Unless it was absolutely necessary to be on the frontline, overnight employees started to work from home. Rather than remote work being the exception, it became the new normal. For many leaders it may have acted as a living case study, showing them that it is possible for their employees to be just as, if not more, productive outside of the office. As such, many expect this trend to stick around after COVID-19 dissipates now that the workforce has first-hand experience working remotely.

Remote work and regional offices demand organizational structures to flex with the needs of the workforce through advancements in technology that enable mobility and flexibility. To capitalize on these benefits and stay competitive, many companies are putting a greater focus on organizational design and restructuring into networks of teams. Rather than staying in departmental silos, these teams are more project-oriented and come together often on a temporary basis to work on specific tasks. These new structures require updated virtual training programs to accommodate leadership development, performance management, and skills training in an evolving corporate environment.

Employee Preferences
A desire to learn and grow is nothing new, but research points to a shift in how and when employees want to learn. For example, the 2018 LinkedIn Workplace Learning Report found that although 94 percent of employees said they would stay employed longer with a company that invested in their career, they want a greater say in how, when, and where they learn. Of the employees surveyed in the study:

  • 68 percent said they enjoy learning at work
  • 58 percent preferred to learn at their own pace
  • 49 percent want just-in-time learning when they need it

To address employee learning needs and preferences, you’ll need to look beyond traditional training and incorporate other training methodologies and delivery options. Experiential training is a great example of this as it’s an interactive methodology that allows learners to learn by doing, not just watching, listening, or reading, which appeals to many types of learners. Online learning that is self-directed is also highly valued and desired by employees as it grants authority to the individual over when and where they learn the required content.

Rapid Changes
Most of the time, the future unfolds gently. However, today we’re faced with a world that changes seemingly overnight and puts all previous business assumptions in question or out of date. For some organizations this has forced them to pivot the way they work, or in some instances, their whole business, to meet today’s reality.

According to the IBM Institute for Business Value, 60 percent of executives globally confirmed they are struggling to keep their workforce current and relevant. Employees and leaders alike require a new set of competencies and need to obtain them quickly in order to be successful in their roles. To accomplish this, online learning is an ideal option for training large groups of employees, very quickly. As everything is done virtually, there is no need to roll out the training in small groups in a given location. No matter where employees are located, online learning allows them to join in from wherever they are to obtain the new skills they need.

Employee Engagement
No matter if your employees are in the office or working from home, the opportunity for learning and development remains a top driver of employee engagement, as proven in numerous research studies. For example, a Udemy Study found that 80 percent of employees said that learning new skills would make them more engaged at work. In another example, a business author and researcher conducted a regression analysis of over three million employee engagement surveys and found that learning and development drives employee engagement, particularly when the learning is aligned to employee aspirations and supported by leadership.

Younger Generations
There are currently four generations in the workforce: baby boomers, Generation X, millennials, and the first of Generation Z. The oldest millennials, born between 1981 and 1995, are now in their late 30s and have begun to move into key positions of leadership. While Generation Z, those born between 1996 and 2010, are entering the workforce as digital natives. As a result of this dramatic change in workplace demographics, learning and development preferences and expectations have also changed.

In a Gallup survey, 59 percent of millennials said opportunities to learn and grow were extremely important to them when applying for a job. By offering learning and development opportunities that appeal to all generations now in the workplace, companies will be on better footing to attract and retain the very best. For example, millennials tend to be attracted to learning and development experiences that:

  • Incorporate digital technology
  • Build upon their leadership potential
  • Include interactive, social learning experiences

Importance of Collaboration
Employees today spend an average of 14% of their workweek communicating and collaborating internally. They are also on twice as many teams as they were five years ago. Regardless if this is due to a rise in remote work, organizational complexity, or globalization, the need for effective collaboration skills and tools has never been greater.

In fact, a study conducted by McKinsey found that by implementing social technologies, companies have an opportunity to raise the productivity of high-skill knowledge workers, including managers and professionals, by 20 to 25 percent. But implementing new technology will not be enough. Companies must remember the people who will be using it in their day-to-day lives. These members of your workforce will greatly benefit from collaboration and teamwork training (whether delivered in-class or virtually) that teaches them how to communicate effectively, share resources, remain focused on a unanimous goal and define subgroups.

Chapter 2
Why Do Virtual Learning Programs Fail?

Benjamin Franklin once said, “An investment in knowledge always pays the best interest.” Yet determining what the exact knowledge needed is, researching providers, gaining buy-in and support, and integrating it into the workload can feel like too great an investment for some, especially when times are tough.

Ultimately, this can be a costly mistake, as studies have found that those who make the investment in truly effective training and development experience:

  • 218% higher income per employee
  • 24% higher profit margin
  • Reduced turnover and greater loyalty

Improved engagement (Approximately $500 billion is lost every year due to employee disengagement)
So, whether your reason for implementing virtual learning is to develop specific competencies within your workforce, or to support a strategic organizational initiative, the goal is for it to succeed so that your organization can experience both the tangible and intangible benefits. That begs the question then, why do so many virtual learning programs fail? Below we have listed five common pitfalls so that you can actively work to avoid them when building out your own virtual learning and development solution.

No Explanation on the Purpose or Benefit
It’s hard to care about something you don’t understand, and yet, employees often find themselves pulled into an online learning session with little to no explanation of its purpose. Employees today crave a deeper understanding so they can identify the purpose of training and see how it impacts their overall success at work. In light of this reality, it is important to ensure your virtual training program is set up to introduce the purpose of the training beforehand. Doing so will make it infinitely easier to engage employees and leaders as the training progresses. To do this effectively means creating a training initiative that is directly applicable and practical in employees’ day-to-day lives.

Focuses Only On Knowledge Transfer
Many online training and development programs focus solely on knowledge transfer. Providing knowledge is an intellectual activity, with the goal of informing participants of how or why to do something. Many people who have participated in virtual training have experienced stilted presentations, passive videos narrated by a mechanical voice, overly academic articles, and endless quizzing. What’s worse than being boring and stilted, is the fact that this kind of online training is just not effective for the majority of the population. That’s because these passive eLearning programs do little to change participant behavior long-term. Employees may learn about valuable new skills through passive forms of training, but passive consumption of knowledge doesn’t guarantee application.

On the other hand, virtual learning programs that have participants personally and actively involved in their own learning, encourage an intellectual understanding of the new behaviors to develop quickly. Once this understanding has started to occur, the virtual training must shift information to competence to solidify understanding and build conviction to take the knowledge learned and actually use it. By providing time in the safety of the virtual classroom to practice the new skills and tools, ask questions, and work with colleagues, employees will emerge both competent and confident.

Lacks Live Learning and Active Participation
Passive, self-guided learning where participants listen, watch, or read information, has a few use cases it lends itself decently to, such as technical training. Unfortunately, it typically has very low retention rates, as most people only remember about 10 percent of what they read or hear. Ultimately, this puts your online learning investment at risk.

A better option of virtual learning is known as synchronous training, which “occurs when learners and instructors are interacting in real-time, typically through delivery platforms, remote labs, distance learning technologies such as video conferencing and chat, or collaboration and social learning technologies.” When participants have the opportunity to interact with the facilitator and their colleagues the collective learning increases in a way that cannot happen through passive, self-guided learning. Not to mention, a skilled facilitator can build conviction in participants that it is beneficial to change behavior and adopt the new knowledge, skills, and tools by using language and examples that resonate directly with the participants.

No Opportunity to Practice New Skills and Direction on How to Use Them On the Job
Virtual learning programs that don’t relate to the challenges employees face every day at work do not set participants up to successfully use their new knowledge on the job. For example, understanding the importance of active listening as a communication skill is not the same as applying that skill for oneself in a situation that mimics one similar to the workplace. When online training for employees does not provide an opportunity to practice new skills in real-time with the support of an experienced facilitator who can coach them in a safe environment, participants may be reluctant to use the skills at work.

Chapter 3
Why Does the Learner’s Journey Matter?

In the 2020 Workplace Learning Report, learning and development professionals named learner engagement one of their main challenges. With the shift towards remote work, increased workloads, and short attention spans, this may come as no surprise.

To solve this challenge, learning and development professionals must put greater emphasis on creating a robust, relevant, and immersive learner journey. From the moment pre-work is sent out to participants, to the weeks after training has occurred and everyone has returned to their realities, every experience your learners have must intentionally and strategically encourage engagement. Whatever this journey ends up looking like, it should be heavily influenced by the unique preferences of your learners. Fortunately, a study by LinkedIn found that talent development professionals are already changing the way they deliver training to better meet the needs of all learners. They are looking at increasing the usage of social, mobile, leader involvement, and self-directed learning opportunities to increase engagement, particularly with Millennial and Gen Z workers.

As you search for a virtual training company to work with, proactively look for information on the following four stages of an effective training program. If the provider in question has plans to engage your learners at each stage, then you are one step closer to finding the right partner for your needs and your audience.

Pre-Work and Self-Guided Learning
Unfortunately, pre-work gets a bad reputation. When treated as a “check the box” activity, pre-work can quickly fall flat in the eyes of the participants who have to complete it, learning and development professionals who have to mandate it, and leaders who have to make room for it on a busy day. Remember, first impressions matter and what you decide to send out as pre-work will inform a participant’s opinion of the rest of the training program, so make this count. The activities selected to complete before the live training begins should be relevant, relatively quick to complete and provide learners with the information they need to feel prepared. This is an invaluable opportunity to set the tone of the virtual training to come and get participants excited for what you have planned.

Training Modules or Sessions
When training modules are created to inspire conviction, they effectively change the attitudes, skills, and behaviors needed to unleash every employee’s potential. Employees often learn best through interactive, experiential learning modules that teach and coach them how to actually use the knowledge provided in practice. Experiential learning is an exceptional way to ensure lasting behavior change because it combines immersive activities that mimic real-world challenges with a targeted debrief that connects the lessons learned with the reality of the workplace. It allows participants to learn by doing and not by just listening, reading, or watching. Because they have personally experienced the lessons, new competencies are developed, more information is retained, and individuals are likely to return to work ready and enthusiastic to apply their new knowledge.

Post-Module Assignments
To avoid virtual learning programs from becoming six or more hours long, it is best the training be split into modules with post-module assignments in-between. This makes for a better learner experience, allows participants to practice their new knowledge and skills between modules, and access support from colleagues or their facilitator if they run into challenges. Like the activities required during pre-work, post-module assignments should be relevant and not overly time-intensive. They should reinforce the knowledge provided in the previous module, while also providing information required for the next module that will make sure they have the best experience possible.

There are many things working against the application of new behaviors: old habits, time pressure, peer pressure, lack of support from a supervisor, lack of personal confidence, and just plain forgetting what was learned. This is where sustainment activities show their value. To create lasting change, new skills and behaviors must be retained, coached, reinforced, and measured over time. During this portion of the learner journey, the goal is to remind participants what has been taught and provide any additional tools or resources that would help them back on-the-job.

Chapter 4
Popular Virtual Learning Topics

In order to adapt to a changing world and meet organizational needs, companies today are investing in virtual learning solutions for the following topics:

Leadership Training
The need for great business leaders has arguably never been greater. In order to rise to the challenges, leaders today at all levels need new and improved knowledge, skills, and tools to ensure their own success, along with that of their team and organization. An ideal way to provide this quickly but effectively is with online leadership training. As part of a greater leadership development strategy, virtual learning for leaders will allow you to tackle important challenges and areas such as change management, empowerment, strategy and execution, coaching, and performance management.

Safety Training
In order to lower injury rates, boost productivity, improve morale, and most importantly save lives, it will take more than compliance and technical training. While these training programs are essential, organizations may benefit from taking a step further by creating a personal commitment to safety in every employee and leader. By creating commitment and ownership to their personal safety and the safety of others, even as regulations and safety standards change, real results and behavior change can occur. This can be done with the help of online safety training programs for employees and leaders at all levels and as part of a great learning and development initiative that blends in-class and virtual learning.

Sales Training
In many cases, salespeople would much rather be out selling than in training, so you must provide a good reason for them to be fully present during online sales training. There’s no better way to do that than with experiential activities, videos, case studies, breakout sessions, and a world-class facilitator to facilitate relevant discussions. By using proven learning methodologies in the online classroom, you will be far more likely to engage sales teams, build confidence and competence within individuals, and prepare employees for future growth and change.

Skills and Competency Training
Technical skills vary from function to function, while there are skills that every employee requires, no matter their role or level in the organization. In fact, a survey of L&D professionals and executive leaders named training for soft skills as the leading priority for employee development. To do this both efficiently and effectively, many organizations look to virtual learning to fill the need. Whether the need for training is better communication, accountability, collaboration and teamwork, innovation, or conflict resolution, online skills training can work, you just need to be sure your solution of choice is interactive and offers plenty of opportunities for practice.

Customer Service Training
Given that a moderate improvement in the customer experience would impact the revenue of a typical $1 billion company by an average of $775 million over three years, companies today are increasingly committed to moving beyond customer service to customer centricity. In order to do so successfully, training will be critical. From online customer service training for those in customer-facing positions to company-wide customer centricity training, the goal will be to give employees and leaders the skills and tools they need to put the customer experience at the heart of all their decisions and actions.

Diversity and Inclusion Training
72% of surveyed organizations today are putting a conscious focus on creating a culture of diversity and inclusion, which requires intentionally changing the mindset and behavior of employees at every level of the organization. By doing so, organizations can create an environment where everyone walks in every day feeling they truly belong there and can be their authentic selves. To make this a reality, online diversity and inclusion training is one part of a greater strategy. Done well, it can provide knowledge, encourage conversations, and create connections, which are all essential to building a truly inclusive workplace.

Many of these popular virtual learning topics — leadership, safety, sales, customer service, skills, and diversity — can be addressed through a virtual learning solution that utilizes the power of experiential learning to build conviction and create real behavior change.

Chapter 5
What to Look for In a Virtual Training and Development Partner

One of the most important factors to consider when selecting a partner is whether their capabilities align with your business goals. If a potential partner doesn’t have the right level of experience, has never operated in your field before, or strictly delivers off-the-shelf products that do not match your needs, it’s better to know before you make an investment. Here are the key things to look for when choosing a virtual training partner.

An effective virtual learning program or initiative should be designed with you, not for you. The needs of your learners and business are unique, and so to make it as relevant as possible it is essential to prioritize working with a provider who is willing to work in partnership with you and your team. By doing this, your provider can deliver against your reality and specific needs, as to create real behavior change.

Proven Track Record
When hiring an external partner to provide a virtual learning solution, it is important to know why you should trust them with your learners, your reputation, and your organization’s investment. So although they may not be able to disclose client names for privacy reasons, your partner of choice should provide examples of their work and speak to the work they have done with their clients, even without mentioning a specific name.

Consultation Services and Rollout Support
Implementing virtual learning can be exciting, though it is imperative to your success that you do not rush into it. Time taken upfront to understand key challenges, determine the competencies or behaviors that need immediate attention, and to get alignment on the strategic direction, can multiply the impact of your efforts. It is in the best interest of your provider to provide you with the tools and necessary support to accomplish these things, as it will help them craft your perfect solution.

Proven Methodology
Methodology has a significant impact on the success of virtual learning. Many eLearning providers tend to simply provide knowledge by having learners read, watch, or listen, thereby turning training into a purely intellectual activity. While important, other methodologies, such as experiential learning, will go beyond knowledge transfer to build conviction in learners to change their behavior. This is done through interactive and immersive activities that mimic the challenges of the real world while being masked by fun and captivating metaphors. This makes the learning experience fun, engaging, and with the help of a debrief to tie it all together, relevant for everyday application.

Customizing training content, whether delivered in-class or virtually, builds the relevance necessary to engage your audience and inspire them to change their behaviors. Learners will often recognize the time and effort put into virtual training that looks, feels, and sounds like their organization. Therefore, the ideal virtual learning provider will encourage rebranding the materials or adding internal language to the discussion.

Chapter 6
Implementing Virtual Learning That Truly Changes Behavior

Maximizing the success of virtual learning takes more than logging into an online classroom and hoping employees know how to apply the knowledge to change their behavior and improve results. Rather it requires thorough preparation, alignment, and a trusted training partner who can support your needs from beginning to end. At Eagle’s Flight, we understand how to design and deliver training programs that change employees’ hearts and minds, resulting in lasting behavior change. After 30+ years of using experiential learning in the classroom, we have brought the methodology to the virtual classroom with the help of Howspace and their AI-powered learning platform. The result is a virtual learning solution that helps individuals make direct connections between their actions and their desired performance outcomes, resulting in better performance.

Wondering what a partnership with the Eagle's
Flight team could mean for your training and
development goals?

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