Leadership Courses Built on Science

Leadership Courses

Leadership Courses Built on Science

At DDI, we build everything based on science. Our leadership courses are deeply rooted in psychology, and focused on delivering measurable change in your leaders. And with deep experience in virtual classroom and microlearning options to build blended learning journeys, you can engage your leaders no matter where they work and how they want to learn
Not only that, but our courses are built on our proven learning systems: Interaction Management® leadership development program, Business Impact Leadership® mid-and senior-level series, and Targeted Selection® behavioral interviewing.
When you use DDI courses, you’ll see more than a change in your leaders. You’ll see a change in your bottom line.

In today’s turbulent, fast-flowing business environment, individuals usually don’t have the luxury of time when making decisions. You need people who can quickly size up the situation, identify the most workable and expedient course of action, and then act—often without having all the data or the time to consider every possible option. 
This course helps individuals accelerate the decision-making process, yet still make quality decisions with limited time and information. It also teaches them to identify their own and others’ decision-making tendencies and understand how to balance them in situations requiring accelerated decisions.

A single employee with chronic performance problems can dominate a leader’s time and drag down the productivity and morale of an entire work group. This course builds leaders’ skills in handling chronic performance problems. They learn how to document and present a solid case for needed improvement and use effective interaction skills to discuss performance and provide ongoing feedback and support. Leaders identify the steps to take after the performance problem discussion and determine if it is necessary to impose formal consequences. (Industrial version available.)
In many organizations good coaching is no longer enough. Today’s high- performance workplace requires leaders who can quickly assess business priorities and the capabilities of deployed talent. Leaders must have the skills to take advantage of every coaching opportunity, even when they don’t have time for formal coaching conversations. And leaders need to do more to recognize the unique contributions of employees. 
In this course, participants will learn four advanced coaching techniques that enhance their use of the Interaction Essentials in challenging situations. Leaders learn to ask powerful and insightful questions and how to drive higher levels of employee engagement through appreciation.

Effective coaching is one of the most important drivers of team member performance. Whether leaders are guiding people toward success in new or challenging situations or helping people improve or enhance their work performance, their ability to coach and provide feedback makes the difference between mediocrity and high performance. By helping learners understand the importance of three coaching techniques and how to effectively handle both proactive and reactive coaching discussions, this course helps leaders have more effective and efficient coaching discussions (Industrial and healthcare versions available
Success Organizations need leaders who can do more and be more in order to succeed in today’s complex environment. They need front line leaders with strong interpersonal skills who can get things done by mobilizing and engaging others. This foundation course for helps leaders communicate effectively so they can spark action in others. The course teaches leaders the Interaction Essentials they need to handle the variety of challenges and opportunities they encounter every day in the workplace and beyond
Many organizations focus on technical skills as all-important to success in the workplace. Yet strong interpersonal skills are equally essential in transforming employees into exceptional performers who have a greater impact in their roles. This course provides individuals with a powerful set of interaction skills that enables them to communicate more effectively with colleagues and customers and, in the process, build trust, strengthen partnerships, and achieve desired results. This foundational course is a prerequisite for many of the courses in the Interaction Management system.

Much of a leader’s work is accomplished through daily conversations with team members and others. These interactions, especially the tough ones, often involve intensely personal feelings(on both sides) that have an impact on the practical outcome of the conversation and the personal connection between the leader and the person. The leader’s level of emotional intelligence—the ability to manage oneself and one’s relationships—is a critical factor in the success of these tough conversations. In this course, learners recognize that they can enhance their emotional intelligence by balancing "heart” and "head” in their tough conversations. They can address the heart by considering and responding to others’ feelings; they can engage the head by guiding conversations toward the desired business outcomes. Through high-energy activities, videos, and discussions, leaders learn flexible communication skills that will help them balance heart and head in all types of conversations, whether communicating face to face, by phone, or remotely.
Performance management often can be approached as a top-down, evaluative process involving a stack of paperwork that’s forced upon leaders and their direct reports—with little payoff for either person. This course provides a new, uncomplicated approach to performance management. Instead of semiannual reviews driven by managers, this new process is about having regular, meaningful ldialog. In these everyday conversations, leaders coach and develop, making the time they invest reap better performance and stronger relationships with their direct reports.

Imagine a workplace that respects and values the diverse talents and abilities of all individuals, no matter their differences—a place where people feel a sense of belonging and, therefore, give it their all. Creating an Inclusive Environment opens up these possibilities and gives learners specific actions and skills they can personalize and use with others to create an environment of inclusion. Learners explore unconscious bias and negative stereotypes and what they can do to mitigate them as well as develop an "all in" plan for being inclusive.
Delegation is a critical skill for leaders in today’s "do more with less” business environment. Fewer resources, changing motivations, virtual employees, and global workforces are just a few of the challenges leaders face as they attempt to meet ever-increasing workplace demands. 
In this course, leaders learn the skills they need to address these challenges, gain the commitment of team members, develop individual skills and abilities, and enhance the overall capability and capacity of their teams and, ultimately, the organization. Leaders learn to identify the tasks they need to delegate, select the most appropriate individuals, assess capabilities and commitment, and plan the delegation discussion. That discussion includes the level of decision-making authority, amount of support, and methods for monitoring progress and measuring results.

Every leader wants that "dream team” of happy, highly capable individuals who can achieve goals. Delegating work enables leaders to build team capacity and achieve results. So why aren’t they delegating more, and more often? 
This course sets out to help leaders shift their mindset about what they can delegate and feel more comfortable and confident doing so. Learners dig into their workload to identify tasks they’d never consider delegating. They use methods for matching people to tasks they’re both motivated and capable of doing. And, they practice the delegation conversation they’ll have to ensure success.

Development is critical to attracting and retaining talent, driving employee engagement, preparing future leaders, and ultimately ensuring the success of the organization. Clearly, development is just as important to leaders as it is to their direct reports. 
In this course learners are introduced to a practical process to guide their own and others’ development-planning efforts. The outcome is a meaningful development plan that supports the organization’s current and future business needs.

In today’s complex and competitive environment, it’s no surprise that 70 percent of workplace change initiatives fail. For workplace change initiatives to be successful, organizations need leaders who are able to turn resistance into commitment and inspire team members to take ownership of change.

This course provides the skills and resources learners need to accelerate the process of implementing change with their team members and to create an agile work environment where people are more open to change.

If there’s one thing all organizations in today’s economy have in common, it’s that they are undergoing change. But change can only be effective if the employees embrace it. Their ability to adapt will determine the competitiveness and success of your organization.

This course focuses on the role of individual performers in implementing change in the workplace. Participants discover their Change IQ, learn about the phases of change that many people experience and are introduced to best practices that will enable them to tackle and overcome the new business challenges of today and tomorrow.
Research tells us that employee engagement is the primary enabler behind the successful execution of any business strategy. And, no one affects engagement and retention more than the employee’s immediate leader. 
This course provides leaders with a model to determine what drives each individual’s engagement, as well as methods for proactive engagement and talent retention. Participants learn how to conduct "engagement conversations” and "retention conversations.” They explore ways to offer recognition and create an engaging environment using no-cost "everyday engagers.”

In order to achieve their business strategies, organizations count on frontline leaders to understand and execute the top priorities for their team.

In this course, leaders will learn the three key elements of executing strategy at the front line—Focus, Measurement, and Accountability. They learn how to focus on the few most critical priorities, to measure progress toward the accomplishment of these priorities, and to hold themselves and their team members accountable against the metrics. Participants will also explore best practices for accountability, such as determining and communicating accountability—including consequences. The Strategy Execution Tool helps leaders capture in one place their top priorities, progress and outcome measures, and those who are accountable for achieving the priorities. Using the three elements of execution ensures that leaders and their teams get the right things done, in spite of daily distractions.
Employees at each level contribute to innovation for every organization. Leaders, both formal and informal, are the conduit for up-to-date knowledge, business challenges, and information about your customers. 
This course provides a practical approach, and tools and techniques to help employees and their teams think differently about how they work and to help them generate new ideas that add value to your organization and your customers. Participants also learn what they can say and do to foster innovation with their teams.

When sharing feedback is part of an organization’s culture, it is an effective business tool that reaches across all levels. In this course, individuals learn how to effectively deliver both positive and developmental feedback. They also learn how to be receptive to feedback and to listen to accurately understand the speaker’s intended message. 
In the workplace, these skills help them to optimize and sustain their own and their coworkers’ performance.

In their fast-paced work environment, individuals often fail to see the impact their interactions with others have on their own success, their job satisfaction, or the success of the business. In Interaction Essentials for Leaders, participants learn when and how to use interpersonal skills that will enable them to prepare for, lead, and participate in a variety of interactions that are critical to accomplishing work goals. Using these skills also helps individuals build stronger relationships at work with peers and team members and even outside work with family, friends, and the community. This highly interactive web-based course, which takes less than one hour to complete, is a prerequisite for many of the courses in the Interaction Management® system.
Over 100 million meetings a day…and tremendous levels of inefficiency and frustration. Is your meeting one of them? Let’s reclaim wasted time and make it matter! DDI has partnered with Dr. Steven Rogelberg, a world scholar on meetings, to present the science behind designing and leading effective meetings that engage and energize. You’ll embark on an activity-filled exploration of techniques for creating impactful agendas, encouraging active participation, and managing ineffective behavior. And you’ll practice stewardship to make the best use of everyone’s time.
Leaders who develop internal self-awareness have a positive impact on their careers, their teams, and their organizations. In Leading Self, learners gain insight about their personal values, their emotions and how they manage them, and the natural talents they bring to the workplace. Through self-insight tools, engaging activities, and compelling video, learners expand their understanding of themselves so they can heighten their impact at work.
To effectively compete in a global economy, your organization must be able to conduct business from anywhere at any time using the most qualified people, regardless of where they live. Uniting a team is challenging enough, but when people work remotely, perhaps across time zones and cultures, those challenges can be magnified. This course teaches learners how to overcome the challenges of time and distance to work as a cohesive team focused on achieving results.
Sound decision making in today’s tough business environment demands much more than just coming up with or picking the best alternative or option. It requires analyzing potential problems or opportunities and making sound judgments based on analysis. 
Using an engaging simulation, this course teaches a logical decision-making process that addresses the critical elements that result in high-quality business decisions. Participants will develop the skills and confidence to generate options and compare them to important decision criteria, and to select the best course of action. Utilizing this process will also help individuals avoid the pitfalls that often undermine high-quality decision making.

Employees are more likely to support organizational initiatives and objectives if they understand the rationale behind management decisions and realize how they can add to the company’s success. Unfortunately, many don’t always understand how and why business decisions are made. In this engaging business simulation, employees run a business hands-on to realize how and why decisions are made.
Managers can misdiagnose the root causes of team conflict or less-than optimal team performance when they consider only the capabilities or character of individual team members. Often there are more systemic conditions that undermine a team’s cohesiveness, collaboration, or ability to achieve goals. 
This course focuses on how leaders can work with their teams to build the infrastructure that enables maximum performance. Leaders gain experience in diagnosing and applying the five Team Success Factors—Results, Commitment, Communication, Process, and Trust.

The differences people bring to the workplace can promote tremendous creativity and innovation. Those same differences also can contribute to misunderstandings, which can lead to discord and, if left unresolved, dispute. Employees need to know how to effectively navigate beyond conflict to prevent damage from occurring. 
In this course, individuals learn how to recognize the warning signs of conflict and take action to prevent situations from escalating or to work out the conflict if it does escalate. This allows them to mitigate any negative impact, thus reducing the cost of conflict and improving business results.

Today’s jobs are more complex and demanding, increasing the need for information and expertise from diverse contacts across, and outside the organization. People must build business networks to contribute to their success and to enhance collaboration across the organization. 
This course will help learners increase personal and team value by teaching them to cultivate a network they can contact for information, advice, and coaching. Learners identify what information and expertise they need, identify who can provide it, practice asking for help, and then learn techniques for maintaining strong working relationships.

An organization’s success relies on everyone getting their jobs done and on time. Many are able to meet daily challenges and complete their assigned tasks and projects. However, there are some who have difficulty getting things done because of conflicting priorities, the task’s scope changes, or they might be prone to procrastination. They might also be unaware of all the resources available to them and how to utilize them effectively. 
This self-study course helps people develop the skills they need to use time and manage resources more effectively so they are able to make stronger contributions to the organization. Using the tips, techniques, and tools in this course will also help learners complete projects successfully by anticipating obstacles and devising a plan to address them.

There is a significant gap between the time and money spent on leadership development and on-the-job application of new skills. The breakdown is often the result of managers not investing the time with leaders before training to set up expectations or supporting them afterwards. 
This course, designed for managers of leaders, presents research managers can’t ignore . . . they can make or break the training initiative. Managers walk away with the skills and resources they need to support their leaders before, during, and after training, so that your organization realizes a return on its investment in leadership development.

Today’s business environment challenges organizations to increase productivity, improve quality, shorten cycle time, and reduce costs. An unfortunate but natural byproduct of these challenges is conflict. While conflict can lead to discoveries such as new ideas and innovative breakthroughs, it can, if allowed to escalate, result in damage to critical working relationships. 
This course teaches learners how to recognize the signs of escalating conflict and take appropriate action to minimize damage. Leaders are introduced to two resolution tactics—coach and mediate—and practice using the Interaction Essentials as they coach then mediate to resolve a conflict. (Industrial and health care versions available.)

People are more engaged and strive for better results when they feel ownership of their work process and outcomes. Unfortunately, leaders fail to engage and reinforce this sense of ownership during performance management discussions. 
This course will show the positive effect of shifting the traditional role of planner and evaluator from the leader, to a shared responsibility between leader and employee. This shift builds employee ownership, and allows the leader to focus on coaching and developing throughout the performance cycle. Leaders will experience how to use effective (SMART) goals to help them and their employees track progress and fairly evaluate outcomes. A well-written performance plan is also a powerful tool for leaders to use when determining where to focus their development and coaching discussions with their employees. (Health care version available.)

Whether it’s an innovative breakthrough or a simple process improvement, making it happen generally requires commitment from others in the organization. The best way to gain this commitment is to have a strategy for each stakeholder. 
This course shows leaders and individual contributors how to package their ideas in a way that will win over even the most skeptical individuals. Participants learn strategies for effectively capturing people’s attention, transforming their perspectives, and gaining their commitment to taking action.

Partnerships, whether internal or external, are more important than ever in reaching organizational goals. Strong partnerships can mean achieving objectives, yet changing boundaries and responsibilities make it difficult to build and sustain partnerships. 
This course focuses on six Checkpoints that help partners identify and focus on important issues and promote open communication. In addition, learners are also introduced to the Partnership Scorecard, a tool used to provide feedback and measure progress on key elements of the partnership.

Organizations need to provide superior customer service in order to build customer loyalty and stay ahead of the competition. Service providers, quite often, know how to have a friendly, positive customer interaction but lack the skills to handle an interaction that takes a turn for the worse. The potential to lose business increases when the service provider does not respond appropriately to a dissatisfied customer. 
This course equips learners with an important skill set that is essential to providing high-quality customer service. These essential skills will help service providers turn dissatisfied, upset customers into satisfied, loyal ones.

Today, the organizations with the greatest competitive advantage are those that create an inclusive environment that makes the most of their people’s diverse experiences, ideas, and talents. Valuing Differences gives people effective skills and tools for exploring others’ unique perspectives, understanding and leveraging people’s inherent differences, challenging devaluing behavior, and creating an environment in which people’s differences are respected and utilized.
Coaching at the mid-level is significantly different from coaching at lower organizational levels, as leaders are now expected to continue to lead across generations while also leading people from different functions and increasing productivity across the board. Leaders need to develop multidirectional coaching skills and learn the proactive inquiry method for more effective interactions with their teams.
Making the transition from individual contributor to leader is both exciting and challenging. Unfortunately, we often promote individuals based on their hard work, and they struggle because being a leader is a career change, not just a slight shift in the work they do. 
This course arms a new or prospective leader with the knowledge and skills they need to confront the challenges they face early in their leader career. The course encourages the learner to think about the transitions that newer leaders face and how to handle those challenges. They are introduced to three leadership differentiators that are most important to building a positive reputation as well as contributing to the organization’s success.

Coaching at the mid-level is significantly different from coaching at lower organizational levels, as leaders are now expected to continue to lead across generations while also leading people from different functions and increasing productivity across the board. Leaders need to develop multidirectional coaching skills and learn the proactive inquiry method for more effective interactions with their teams.
Building partnerships in and out of the organization requires knowing with whom to build strategic partnerships and alliances; how to leverage networks; and how to build and maintain internal and external relationships. Leaders learn to evaluate their current network and take steps to close gaps in knowledge and perspectives. They identify personal and organizational barriers that hamper efforts to negotiate, collaborate, and communicate as they build partnerships. 
In this course, leaders learn to evaluate their current network and take steps to close gaps. They identify personal and organizational barriers that hamper efforts to negotiate, collaborate, and communicate as they build partnerships.

Leaders play a key role in accelerating the growth of their teams, which results in more leaders and staff being prepared to deliver on critical business imperatives. Leaders learn to define the current state of team development as well as the ideal future state, pinpointing team and individual strengths and growth needs. They also need to know how to identify and develop high potentials for future leadership roles, assess the impact and effectiveness of development efforts, and provide feedback.
Today’s complex global organizations require cross-functional teams to accomplish their business objectives. The challenge is that leaders need to get things done through influence instead of position power, as they often don’t have authority over their colleagues. Here leaders learn how to create an influence strategy that clearly links their ideas and recommendations to changes that will have a positive impact on individual, team, and organizational performance.
The need to innovate has always been important. As companies navigate through the new normal, it’s one of the top business drivers and mandates we’re hearing about from clients. The pressure to find innovative solutions that result in competitive differentiation is tremendous. Leaders have to push their thinking and approach to meet these new requirements. We believe leaders don’t have to be highly creative to drive a culture of innovation. In this course, we train leaders to use techniques that support innovation. By gaining experience with these techniques in an engaging classroom setting, leaders will be equipped to model ideal conditions for innovation—and be a keeper of the culture that inspires and rewards their teams
Successful leaders do not automatically translate into successful global leaders—the playing field is broader and harder to navigate, and the stakes are much higher. As a result, leaders need to broaden their perspectives while letting go of preconceptions about how business operates and how interactions are managed. Leaders develop a long-term strategy for leading in a global environment.
We hold leaders responsible for the "breakthroughs” that will catapult the business forward despite increasing competition. But how can leaders lead change if they’re not ready for it or bought into it themselves? Leaders learn the ability to drive change by understanding the importance of stakeholders, multiple viewpoints, communication, and buy in.
Leaders, especially those at the mid- and senior levels, are routinely faced with complex, high-impact decisions that require expedient yet effective resolutions. Perhaps most challenging is the fact that these decisions come with an intricate set of dynamics with strong forces that can pull a leader toward less-than-optimal outcomes. Leaders learn a decision-making discipline that will help them manage these dynamics and overcome the forces both within themselves and across their organization that can compromise their decision-making ability.
Leaders can’t do it alone. They need to understand how building their own emotional intelligence (EQ) contributes to improved performance for their teams, their partnerships, and their organization. Leaders assess their own EQ and learn to prevent the emotional hijacking that can interfere with personal intentions and organizational outcomes.
Organizations are looking for leaders who can implement strategy from the middle. They need to identify execution priorities and manage their time to ensure execution and sustainability. Leaders learn actions they can take to engage themselves and their team in executing priorities and how to overcome the challenges that interfere with effective strategy realization.
Research shows that how an interviewer conducts interviews has a huge impact on an organization in terms of its reputation as an employer of choice and the quality of hires. However, the vast majority of resources on the topic are aimed only at the job seeker, while advice to interviewers is hard to find. 
This course focuses learners on the responsibility of the interviewer to provide the job candidate with a quality experience and explores the consequences of interviewer behaviors. It raises learners’ awareness of the important role that they play, and equips them with skills to run an effective interview that yields meaningful behavioral data.

It is important to collect high quality data to make the best hiring decisions.
This course will give interviewers the ability to make the best hiring decisions by collecting qualified behavioral data for business success criteria. Interviewers develop their skills by implementing a neutral and consistent process to evaluate candidate data and see that sharing their own data and the data collected by other interviewers always brings them to the best candidate.

A single employee with chronic performance problems can dominate a leader’s time and drag down the productivity and morale of an entire work group. This course builds leaders’ skills in handling chronic performance problems. They learn how to document and present a solid case for needed improvement and use effective interaction skills to discuss performance and provide ongoing feedback and support. Leaders identify the steps to take after the performance problem discussion and determine if it is necessary to impose formal consequences. (Industrial version available.)
The velocity of work, the diversity of ideas and people, and the rapid flow of information make it increasingly difficult to get groups to agree and commit to action. Leveraging a structured, systematic approach that involves each person will help bring people to consensus and make high-quality decisions that everyone is committed to carrying out.
The trust built with direct reports pays dividends in times of stress. Follow a leader who learns to appropriately disclose feelings and share information to build trust during an organizational change. Neuroscience principles explain the impact of such authenticity and transparency. Participants also learn tips for developing good judgment.
Your effectiveness as a leader depends on the relationships you build with the people who report to you. Watch a leader discover her misconceptions about what makes others feel valued. The story unfolds to explain the brain's alert system for detecting a lack of acceptance and how you can apply the most important skill for demonstrating respect.
No matter where you are in the world, women outnumber men in the workplace, or soon will. Gender research indicates that it's not a skills issue; it’s a confidence issue. And confidence is tightly connected to the perception of competence, often determined by what you say and how you say it, and the impression that leaves.
Not all coaching situations are easy to navigate, especially when you’re a new leader. Read a challenging scenario and think about how you might handle the situation. Then, hear advice from a DDI coach who has been there about how to handle the challenge and avoid common mistakes.
You inspire, motivate, and influence team members every day to reach business goals. Learn three tips on making the most of your communications to maintain your consistent and authentic brand.
Many conversations occur through email, conference call, team collaboration apps, instant messaging, or other digitally-enabled formats. We communicate with greater speed and efficiency than ever before, but it’s easy to be misunderstood, or for messages to have unintended, negative consequences. This course provides tips and tools to make sure virtual communications are clear and effective.
Imagine a workplace culture where team members play to their strengths, help one another to be their best selves, and push forward awesome solutions. A coaching culture creates a safe space for these moments to blossom. In such a culture, learning can come from a variety of sources: peers, managers, direct reports, and external coaches. When everyone in a company can be a coach, everyone benefits.
Building partnerships in and out of the organization requires knowing with whom to build strategic partnerships and alliances; how to leverage networks; and building and maintaining internal and external relationships. Leaders learn to evaluate their current network and take steps to close gaps in knowledge and perspectives. They identify personal and organizational barriers that hamper efforts to negotiate, collaborate, and communicate as they build partnerships
Some people on your team need development to meet minimum job requirements. Others need to prepare for future opportunities such as new job responsibilities, upcoming assignments, or a promotion. Address both types of development needs with some help from a Development Action Planner, a handy tool that both you and team members can use to plan a development effort.
Understand how your coach qualities (motivations, style, and personal attributes) affect your ability to coach effectively. Everyone is different and it’s important to understand how to leverage your unique qualities.
Change is universal. However, it manifests itself in very different ways, depending on the situation, the environment, the people, and the timing. Understanding the recent past, the present, and the near future will prepare you to address important issues connected with a change. And it will surface the fears, concerns, challenges, and opportunities that you need to discuss and confront.
As a new leader, you've been identified as having the potential for achieving great things. You're probably excited and perhaps a little concerned. That's to be expected. You'll learn about how to address those concerns and, in the process, start performing your new leadership role with confidence and credibility.
Providing a direct report with feedback for improvement can be one of your most challenging, least favorite interactions. This structured approach can make such discussions much more comfortable and collegial. Neuroscience explains how using this approach can help you avoid common pitfalls and achieve your intended results.
Research makes a compelling case for praise as a driver of employee performance. Yet, giving praise can be harder than you might think thanks to some common hidden biases. In an example, a leader who intends to deliver praise finds that his approach is falling flat. You'll learn why. Also, you'll discover how to make your positive feedback sincere and meaningful.
What do working on challenging assignments, learning new skills, improving performance, repeating successful performance, or finding new solutions to old problems have in common? All these situations could benefit from the advice and counsel of a good coach. In the short term, your coaching can help someone accomplish a task or solve a problem; in the long term, it can help people develop to their fullest potential.
Some of the most difficult interactions are with employees who suddenly become emotional. Participants learn about the neuroscience behind emotions and three common approaches that make negative feelings worse. They’ll also learn about how to use empathy to help an upset employee return to a calm, productive state.
When team members have skill and experience, they're likely to produce acceptable results. In today's business environment, however, teams often are under pressure to produce more than just acceptable results. As the leader, you can proactively create conditions that allow your team to reach peak performance quickly and without undue strain on any individuals
In today's ever-evolving organizations, leaders need to get things done through people who don't report to them and, in some cases, even outrank them. Welcome to the new age of influence, where, to be effective, you must know the techniques that will help you earn people's commitment to make things happen. 
Are you constantly busy with too many top priorities to juggle? Are you expected to get something done by a certain date or time, but you're not even sure how to get started? In today's fast-paced business world, almost everyone faces these kinds of pressures. Successful people are able to sort through them and adapt while maintaining high levels of performance. They succeed in part by using some proven tips and tools. You can use them, too, to avoid productivity pitfalls and improve your performance and on-time record.
Retaining the people in your group means more than cultivating harmony and productivity in the workplace. It also translates directly to the organization's bottom line: Turnover is costly—hiring and then training people consumes money, time, and resources. It leads to lost sales and productivity. If you think that most people leave a job simply for more money, you're wrong. Most people leave a job because of a poor relationship with their leader. In fact, the immediate leader is the one person with the greatest impact on a person's decision to stay with or leave an organization.
In today’s global economy, virtual meetings are more frequent than ever. Whether you need to find an alternative for a face-to-face meeting or you must regularly communicate with distributed or remote employees, leading your meetings effectively – using process and personal techniques – is critical for team collaboration and decision making
You're reluctant to delegate; in fact, you sometimes avoid it altogether. Why? Perhaps you don't want to let go of tasks and activities you enjoy. Maybe it's the idea of investing time and effort in getting people up to speed. Or maybe you think it'll be less stress and rework if you do it yourself. Whatever your reason for not delegating, you'll miss opportunities to take on new, more challenging responsibilities that can grow your skills and boost job satisfaction. However, if you know how to allocate the right work to the right people, you, your team, and the organization will experience the benefits. 

Do you value the unique qualities you and your coworkers bring to the workplace? Did you know that people expressing their differences actually enhances an organization's growth? Valuing differences is the right thing to do from both an interpersonal and a business perspective. By leveraging diverse styles, abilities, and motivations (SAMs), you encourage creative solutions and unique approaches that enable your organization to achieve improved results.

Making decisions in today's fast-flowing business environment is a lot like navigating white water in a kayak. Not only is the path choppy and fraught with unseen hazards and poor sight lines, but there is little time to ponder an opportunity when it presents itself. Decisions must be made quickly, or those opportunities are gone—swept away in the relentless undertow that is today's business world. You don't have the luxury of waiting for all the information to come in or of trying to make the perfect decision.
Your meetings have many uses: relaying information, solving problems, developing ideas, updating people, building commitment, or making decisions. Meetings exist to meet these practical needs in the first place. But to be truly effective, a meeting also must address participants' personal needs. When people leave a meeting believing their time was well spent and their participation was useful, then you know your meeting was a success.
Attracting and retaining millennials in the workplace is a must. To do that, get the "real story" and gain fresh insights on who millennials are and what they need and value most. Pick up tips to begin and continue conversations with eager team members interested in development and getting their ideas heard. Also, put a plan in motion to bring out the best in your millennial workforce.
Are you ready for a change in your role, but not sure how to know if a particular position will be right for you? Or maybe you know exactly what you want but don’t know how to land the job. This course will help participants think through goals and motivations, and then gather robust examples of strengths based on experience. They’ll also get tips for navigating the interview, from starting the conversation in a positive manner, to providing complete examples of skills and abilities, to closing in a way that conveys interest in the position. 
There's one motto almost everyone can relate to: "Make it fast and make it good." In today's competitive marketplace, people are pressed to achieve higher quality, faster results, and lower costs. But balancing these requirements can be difficult. Pay too much attention to quality, and time and costs can swell. Focus too much on speed, and quality might drop. Misdirect your focus, and these demands can start to hamper your productivity in a big way.
Change can be disorienting. When people must give up old ways of thinking and working while adapting to something new and unfamiliar, they can feel unsure, confused, or even afraid. It's only natural that some people will resist change—especially when they can't control it. You can overcome that resistance by encouraging people's understanding, ownership, and trust
Difficult conversations are usually something we want to avoid, mostly because of the negative feelings associated with them. How do you adapt your approach to be more effective and stay focused on a harmonious solution? Within this course, participants will discover techniques and tools to navigate these conversations.
The differences people bring to the workplace can promote remarkable creativity, innovation, and solutions. However, those same differences can lead to a lack of agreement (discord) and, if left unresolved, to a full-blown argument (dispute). You can feel the effects of conflict on yourself as well as those around you—tension, stress, lower morale. If the situation continues, it can damage relationships, productivity, quality, and service. 
Missed expectations. Unpleasant surprises. Bad performance reviews. Anything can happen when performance goals aren't clear from the start. Avoid disastrous outcomes by applying five criteria when composing goals. These SMART criteria ensure that performance goals are specific, well-written, and effective.
Meetings expert Steven Rogelberg challenges leaders to get creative and try new meeting approaches that are efficient and energizing. Find out how standing meetings and short daily huddles can address team needs
Times of significant stress and crisis are times when our leadership behaviors and actions may not always align with our intentions or our priorities. Leaders often know what to do, but act in ways that are very different. Learn how to manage the impact of personal tendencies on leadership brand and behaviors in times of stress and crisis. 
People form partnerships because they want to achieve something they can't do alone. Working together to accomplish those results is another matter altogether. Each partner might have a different plan of attack. For a partnership to operate smoothly and achieve its desired outcome, members must understand what a true partnership is and focus on building relationships based on trust and effective communication.
In today's competitive business environment, each person is responsible for taking his or her own development seriously. Your job as a manager is to support people as they develop their leadership skills. In doing so, you play the role of catalyst, energizing and guiding people toward a common goal and making things happen. For many managers, this role doesn't come easily.
Guiding team members toward successful performance requires more than just telling people what to do. Effective coaches help people think through possibilities and build buy-in and commitment by asking powerful, provocative questions as well as sharing experiences and insights. Asking questions that support the person’s diagnosis, discovery, and exploration helps bring out the best in people while also building their confidence to handle the situation themselves.
Hiring a job candidate shouldn't be a guessing game. How well an interview is conducted can mean the difference between hiring the right person from the start and having to dive repeatedly into the candidate pool. This is an important responsibility as choosing the right candidate helps to ensure organizational success and employee satisfaction.
Everyone has unconscious biases—they’re the result of the way the brain handles the millions of bits of information bombarding us daily. But our biases can get in the way of our good intentions, limit our own success, and cause us to deny development opportunities to others. This microcourse helps learners become aware of their own biases in order to make better decisions.
Build excitement for your women in leadership initiative with this high-energy keynote for your lunch-and-learn conference or virtual session. Female and male attendees will find real-world wisdom from themes including confidence, inner strength, and accessing the leader within.
During this two-hour session, participants take an in-depth look at what they value most, connect with their purpose as a leader, and craft a personal brand statement that embodies the impact they want to achieve in the work place.
During this two-hour session, participants explore the consequences of fear and failure and the impact a fixed versus growth mindset can have on their ability to take risks. They learn how to mitigate those risks by forming a safety net that enables them to jump into the unknown...and achieve extraordinary things.
During this two-hour session, participants learn how to be bold and ask for the next step in their career. They identify their stakeholders, learn how to craft a strategy, package their idea, and gain commitment from others. 
With DDI's Leaders as Allies session, you can create a more equitable and gender-diverse workplace extended to both men and women. This onsite or virtual session empowers bosses and colleagues to be allies to women. It uniquely focuses on what allies can do to champion women versus what they cannot do.Executives are also in a unique and powerful position to make substantial advancements with gender equality within their organization. The Executives as Allies Session includes all foundational content covered in the standard Leaders as Allies course, with activities and content leveled-up to accommodate an audience of top-level leaders. After surfacing top organizational barriers to women in leadership, participants define actions to address and overcome the identified challenges. Participants then establish lead and lag measures to monitor progress toward a more gender diverse leadership pool. Opportunities for ongoing post-session dialogue and consulting are also available.
With DDI's Leaders as Allies session, you can create a more equitable and gender-diverse workplace. Executives are also in a unique and powerful position to make substantial advancements with gender equality within their organization. The Executives as Allies Session includes all foundational content covered in the standard Leaders as Allies course, with activities and content leveled-up to accommodate an audience of top-level leaders. Participants then establish lead and lag measures to monitor progress toward a more gender diverse leadership pool. Opportunities for ongoing post-session dialogue and consulting are also available.
During this two-hour session, participants explore women and confidence, quieting the inner critic, and conquering self-doubt to advance their career path. They also immerse themselves in a challenging, real-life scenario in which they identify specific tactics for leaning in to confidence.
During this two-hour session, participants explore five kinds of networks they need to nurture to develop their career. More importantly, they learn how to sell their value to potential champions to receive that invitation to connect, and stay connected.
Although you can see how others' behavior affects trust in the organization, you might not recognize how your own behavior influences trust. Building trust is a gradual process, one interaction at a time. But it takes only a single action to break trust.
The need to coach can happen at any time. In these moments, wouldn't it be great to have a go-to approach for coming alongside people and helping them reach their goals?  Coaching: Move People Forward shows leaders how to flex their approach to meet the unique needs of the people they're coaching, right where they are, and guide them in successfully achieving a goal.
Adversity, change, turbulence, and uncertainty can be part of any given day.  While we successfully navigate most challenges, others require greater resilience—the ability to cope with stress and adversity.  Resilience keeps us from feeling stuck.  Key personality traits and skills can raise our resilience, and power us through even the most challenging times.
Trust is directly linked to employee engagement, retention, productivity, and innovation. Leaders who demonstrate trust and trustworthiness inspire higher levels of performance and commitment to team and organizational success. This course introduces Trust Builders, actions leaders can take to build and sustain trusting relationships that enable people to take risks, identify and solve problems, and collaborate to achieve business results. These actions also help leaders work toward repairing trust that’s been damaged.


Digital Transformation Management

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Digital Transformation Management

Virtual Classroom Trainings

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Virtual Classroom Trainings

Targeted Selection Training ®

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Targeted Selection Training ®