Here is something to think about:
Where will you be in July? How about this October? And no, I do not mean geographically. Where, in life, will you be?
Luckily, our learning environments are not dependent on where you are in the world. The coach training experience is about being in-person. Whether that is in a virtual or a physical classroom, if you are fully present, fully open, and playing full out, then geography isn't a determining factor.
I accomplish this mission through providing consultation, designing and delivering leadership development programs, seminars, and workshops, and consulting with organizations on systemic change efforts. My aim is representing diverse business sectors, including opportunities that concretize my passion for working to advance women in leadership and to advance social good through capacity building in nonprofit organizations. Here is a better detail of what my firm can implement in your business.
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My workshops enable leaders and teams to realize profound results. Learn more about how our workshops can help your entire team, department, or organization:
The following Workshops and Training Programs Include:
Contact me for customizing training to met your unique learning organizational needs.
Programs that work well in some settings fail dismally in others because of the fiscal, socioeconomic, demographic, interpersonal, and inter-organizational settings in which they are planted. While programs have become more complex, the demands for accountability from policymakers and other stakeholders have increased. These changes in the environment in which school districts and organizations operate mean that strong program evaluation is essential now more than ever. There is no one “right” evaluation. Rather, a host of evaluation questions may arise over the life of a program that might reasonably be asked at any point in time. Addressing these questions about program effectiveness means paying attention to documenting and measuring the implementation of the program and its success in achieving intended outcomes, determining cost -benefit analysis and Return On Investment (ROI) and using such information to be accountable to key stakeholder.
The following Mini Courses includes:
Program Evaluation -
Finding your leadership voice: Many CEOs who make gender diversity a priority—by setting aspirational goals for the proportion of women in leadership roles, insisting on diverse slates of candidates for senior positions, and developing mentoring and training programs—are frustrated. They and their companies spend time, money, and good intentions on efforts to build a more robust pipeline of upwardly mobile women, and then not much happens. The problem with these approaches is that they fail to address the often-fragile process of coming to see oneself, and to be seen by others, as a leader. Becoming a leader involves much more than being placed in a leadership role,. For example, acquiring new knowledge and skills, and adapting one’s style to the requirements of that role in the organizational setting, which involves a fundamental identity shift. Organizations inadvertently undermine this process when they advise women to proactively seek leadership roles without addressing policies and practices that communicate a mismatch between how women are seen, and the qualities and experiences people tend to associate with leaders.
This workshop allows aspiring ,and current women in leadership positions to look beyond the status quo to what is possible and gives them a compelling reason to act despite personal fears and insecurities. Likewise, honing in on emotional intelligence, which include trustworthy, becoming risks takers in the service of shared goals, connecting others to a larger purpose, and helping colleagues find deeper meaning in their work, thus finding their leadership voice. Come and learn with us!
Coaching provides a remarkably high Return-On-Investment, yet many managers essentially ignore the potential value of this important resource. And when managers do “coach,” however, they often limit their efforts to those who have difficulties on the job. The best performers — those who ironically can benefit the most from coaching — are often ignored. Managers often erroneously believe that good performers don’t need coaching and therefore spend eighty percent of their efforts on the poorest performers. Who gets the most coaching attention in your organization — your best or your poorest performers?
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