Have you ever found yourself frustrated because key information wasn’t communicated?

You are not alone.

Hybrid work environments offer significant benefits, such as the ability to attract talent beyond local geographic areas, but they also present new challenges for leaders. Managing remote and hybrid teams requires navigating complexities that many have not faced before.

In fall of 2004, I returned to teaching after maternity leave. I had secured a dayhome and done the transition with my one year old. A few weeks into my return, my dayhome operator informed me that she was closing in one week.

Feedback can seem like a scary word and is often equated with criticism, but feedback is different, and serves an important purpose.

You’ve promoted (or hired) a manager and they aren’t meeting expectations, but maybe you think it’s not that bad.

The cost of poor management, however, is higher than you might think.

Exploring the question, "What defines a great leader?" uncovers a wealth of insights, which can be daunting to sift through.

Leadership, a multifaceted realm, often lacks explicit instruction, leaving novices and those seeking skill enhancement inundated with information and advice.

Do you lead a virtual or hybrid team? Are you struggling to lead them? You aren’t alone.

How well do you delegate? Are you willing to let other people do things, or do you hold everything hold everything close to the chest?

A quick Google search yields a plethora of alarming statistics related to the cost of unproductive meetings. A few stats:

• There are approximately 55 million meetings daily and at least half do not accomplish much (Forbes, 2019)

Succession planning often feels important, but execution is lacking. To do it effectively requires a proactive approach, belief in training and time devoted to creating a leadership pipeline. A strong succession plan allows you to fill vacancies quicker without significant disruption to the organization.

In the area of leadership, the landscape has transformed significantly, reflecting major shifts in philosophy since the 1980s and 1990s.

Your organization’s success is strongly linked to your leader’s strengths.  You rely on them for more than executing vision and managing people. They need to have the skills to do these, but also to develop and support the next group of leaders.

In today’s fast-paced landscape, virtual meetings have become a cornerstone of communication. However, effectively leading and participating in virtual meetings can present a set of unique challenges.

In today's landscape, virtual meetings have transitioned from being the exception to the norm. However, despite their prevalence, many of us may still lack the updated skillset required to effectively lead these virtual gatherings.

Have you just been promoted into a leadership position and don’t know where to start? Or perhaps you’ve been at it awhile, but want to improve your skills. There are many things effective leaders have adopted as part of their practice:

Do you ever feel like you are fighting against yourself; like you are trying to adapt to a system or process that just isn’t working?

When is the last time you walked out of a meeting and said, “That was a kick ass meeting?”

Did you laugh out loud? Or maybe you quietly said to yourself, “never”?

I don’t have enough time to do everything?

How many times have you uttered these words? What about:

I feel overwhelmed?

I love sharing stories of how DISC has helped people communicate better. Sometimes, we naturally adapt our communication to help the message land better, but DISC gives you a framework for how to do it consciously.

As you reflect on leadership, do you believe any of these to be true?

·         You are either born a leader, or not?

·         You are a leader or a follower?

·         There is a right way to be a leader?