Leadership development Programs
for organizations
Collaborative Leadership Skills & People Leader Development
Most people managers have gotten to their level by excelling as individual contributors. They were probably quite organized, but they likely haven’t been trained on how to effectively manage others. And in the rare case that your managers have been trained in leading others, you can reinvigorate them with upgraded skills for 21st-century leadership.
Upgrading the entire organization’s ability to have difficult conversations or its quality of meetings is a high-impact way to shift to a more collaborative, engaged, and accountable culture.
Jump-start your organization’s culture with a leadership development program in essential collaborative leadership skills, custom-designed and formatted to meet your leaders where they are.
speaking
FOUNDATIONS FOR RESILIENCE
Work with us to customize one of our leadership topics to fit your group perfectly. These talks can be given in a format as experiential and interactive as you prefer. They range in format from 1-hour presentations to half-day workshops, depending on your event.
Upgrading the entire organization’s quality of meetings is a high-impact way to shift to a more collaborative, engaged, and accountable culture.
Communication and feedback
Group Problem Solving
Leading COllaborative Meetings
“This program has really helped me think about how to be a better leader and coach in a low-pressure way. I don't have to know more and have all the answers; I just need to focus on listening and asking questions”
Mark M., Proposal & Pursuits Manager
engage
Coaching skills are a powerful way for people leaders to foster development in their direct reports. There’s a skillful way to do it, and there’s a way to botch it and sound pedantic. Learn skills to coach with authenticity, such as deep questioning, active listening, and suspending judgment.
The Engage program is offered in an open-enrollment program twice per year and in-house upon request.
This program focuses on the mindset, behaviors and operational skills that will enable you to respond to, move through, and grow from challenges.
Participants have a chance to learn key resilience strategies and explore what personally contributes to their sense of resilience. Some of the topics covered over a deliberately spaced-out four-month window are:
Be your own authority
Cultivate self-trust
Simplify
Foster relationships
Past participants of the program reported their sense of resilience increasing 14%. Through participating as a group cohort, participants also increased their sense of having community at work – key to building resilience as well!
Communication and feedback processes can make or break a team’s ability to generate and maintain high trust. Create a culture of transparency, growth and learning. Work will become a meaningful source of personal growth for the team.
There are two aspects to problem solving: the internal aspect and the external, tactical. This is even more complicated when working in a group. Learn a shared framework for tackling the external aspect using root cause analysis. Gain the strength to face the internal aspect of problem solving — comfort with stepping into unknown territory.
client story:Training 80 People Managers on Inspiration, Collaboration & Trust in the Workplace
Integrative Leadership Strategies LLC Creates Leadership Development Program for People Managers
A Boston-based pharmaceutical company acquired a new drug product line in early 2021. In doing so, it significantly increased the total number of people managers on staff. HR leadership recognized an opportunity to level-set on important leadership development concepts with this key population. They set out to create the company’s first-ever shared leadership development experience.
Despite overall company growth, the HR team was lean. They engaged Liz Myers of Integrative Leadership Strategies LLC for her specific expertise in building and executing leadership development programs at this scale.
Liz led the HR team through the planning process via biweekly meetings starting about three months before the first program was scheduled to be delivered. She used her collaborative meeting methodology throughout this planning process, inherently training the HR team in the method along the way – an added benefit that they could put to use in the future. This collaborative approach also meant the client maintained close oversight and influence on the workshop design. It was a truly customized and collaborative consultant experience for them.