Virtual Leadership Summit II Set for August 9-13
In the workplace, leaders have the responsibility of managing the well-being of an organization, while reacting in real-time to developments going on around them.
Leadership roles are defined yet evolving constantly.
So how are you doing?
As part of the Federally Employed Women’s Virtual Leadership Summit II, Mallary Tytel, PhD, of Healthy Workplaces, will provide training on leadership development, a skill set that speaks to today’s and tomorrow’s bottom line for any organization.
It’s also a timely skill that is in great demand. According to a recent Gallup survey, only 22% of teams believe leaders have a clear direction for their company.
Tytel’s workshop at the Virtual Leadership Summit II, August 9-13, will accomplish the following:
- Explore a common understanding of leadership and leadership development.
- Practice an opportunity for individual assessment and feedback.
- Identify and explore the critical skills and competencies of leaders.
- Understand the concepts and implications of problem solving, decision making, adapting to change, communication, and planning.
“Leadership is more than position or title,” writes Tytel on her website. “It is a participatory process that acknowledges the importance of taking a proactive position: mutual responsibility and accountability, learning and growth, informed decision making, inclusion, and creating economic, political and social change. We work to optimize personal leadership and maximize the success of both the individual and her organization.”
An experienced, hands-on CEO, Tytel has a unique blend of business, government, education, and community-based practice spanning more than 20 years. She is a skilled architect in start-up, turn-around, and acquisition situations, with expertise in human systems dynamics, complexity science, culture change, strategy, and leadership development. Effective at diagnosing key issues and problem solving, she has a strong track record and commitment to excellence, innovation and results. Most recently, her work is devoted to leveling the playing field: supporting women leaders at all professional levels and building diverse, inclusive, and equitable communities.
Tytel is the former CEO of an international nonprofit behavioral health and human resource development corporation. She has served as a key advisor to senior-level civilian and military personnel within the U.S. Department of Defense and she has provided oversight for three Congressionally mandated pilot programs in 16 communities across the country as well as delivered an innovative leadership training program in more than 40 diverse communities worldwide.
Tytel offers a checklist on how managers can be begin nurturing and developing leadership at their respective organizations:
- Start a formal, high-level succession-planning process that includes senior executives, HR, and external experts. Outline specific activities and cascade it through the company.
- Create leadership development programs that bridge gaps in your company’s talent pool to ensure a deep bench for critical positions within the organization.
- Although HR can be a great resource for development tools, business units themselves should own the leadership development activities.
- Reshuffle rising stars throughout the company, taking care that “A” players are exchanged for other “A” players.
- Make sure that your leadership development program is in sync with your strategy, reinforces your company’s brand, and has support from your managers and employees.
- Be sure that your board of directors and top management are visible and vocal in their support and commitment to leadership development.