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Considerations for Online Leadership Training

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Considerations for Online Leadership Training

As a result of the COVID-19 global pandemic we have all been forced to reassess the way we operate in our daily lives – both personally and professionally. During this time we have seen businesses make the switch to remote working and transition face to face learning and development programs to an online format. Whilst this has presented challenges as we adapt to new ways of communicating with one another, there have been many benefits, one of them being the way we deliver online leadership and development training. In this article we consider some of the key actions that need to be taken to establish the right virtual learning environment for leadership training.

Before selecting the method of delivery, it is always best to consider what outcomes you are looking to achieve with your leadership training program.

  • Why is this leadership training important?
  • What is your goal? 
  • Who will be involved?
  • What are the areas of leadership development that you want to focus on?
  • Who will be involved in the leadership training?

Once you have determined your reasons for taking on leadership development training, it then becomes possible to explore how that training may be delivered to your team. It then becomes a question of what is the right technology for the task at hand.

Now that we have our “why” there are a seemingly endless number of ways in which we might begin to explore the idea of technology driven leadership training. What is important to think about here is how we might best make use of the technology available to us. Remember that the technology format is not the solution to our leadership problems, but rather, a tool to assist us in achieving our learning objectives.

Technology Driven Learning

The effectiveness of integrating technology into leadership development programs is far reaching. Leadership development experts at The Leadership Sphere were able to move their highly sort after face to face Dare to Lead™ Program to a virtual format within weeks of COVID-19 lockdowns in Australia. Several virtual programs later it has shown that great value can be gained from running leadership development programs in a virtual format using technology platforms such as Zoom and simple functions such as breakout rooms and online collaboration tools to make traditional face to face workshops come alive online. This has shown the benefits of web hosted programs and how participants are able to quickly adapt to new formats without compromising learning. When we spoke with Phillip Ralph and the team at The Leadership Sphere we soon found out that technology considerations for leadership development programs was more than just setting up a simple zoom meeting format. Careful consideration was taken with adopting new program formats, having additional facilitator support for online breakout meetings, and establishing clear communication tools outside of the online workshops to allow pre-reading and other practical tasks to be completed between sessions. Recorded information and other online resources help participants who may have missed a session or needed a little extra help with the content. This all adds up to a fully integrated virtual leadership development program that enables the same (or in some cases more) learning than traditional face to face workshop.

Leveraging Our Virtual World


One might say that over the past decade we have seen many traditional face to face training programs move online and the restrictions brought about by COVID-19 has accelerated that even further. Though there will always be times where conducting sessions in person will be preferable; it may not always be possible, not just because of a global pandemic, but for other reasons such as training budgets, physical locations of teams and other limitations. In these instances having the capability to participate online will ensure that companies and their employees are able to remain at the forefront of their industries. As e-learning continues to rise so to do the options for technology platforms to support it. Knowing what technologies are available can be advantageous even if you don’t adopt the use of all (or even many) of them. Like most things it is about knowing what to use and equally what not to use. Technology may be changing the way we get things done, but it is also allowing us the capability to grow in our professional development. Examples such as the Dare to Lead™ Program delivered by The Leadership Sphere pose benefits to virtual delivery in that a 2-day face to face workshop can now be delivered over a two-month period with short sharp check ins and the time to embed habits and undertake personal reflection through the process. The impacts have been overwhelming with many leaders reporting that they have removed some of the big rocks that were holding them back in their personal and professional lives and that were eradicated because they formed habits over the program and were given space to reflect on what was working and not working for them.

Advancements in technology are continual and can seem intimidating upon first encounter. But it is without such advancements that our learning and development ceases to progress. After all, where would we be if no one had thought to invent the wheel? As do many businesses, The Leadership Sphere implements the use of a variety of technological tools to ensure that we are operating at the most effective capacity. A blended approach to leadership development was always important, however, it seems that in 2020 and beyond it will now become a necessity.

For more information about The Leadership Sphere and how we can support your leaders with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

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Considerations for Online Leadership Training

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Ten Features of World Class Development Programs

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Ten Features of World Class Development Programs

The times are changing but…

While our world is changing rapidly, it could be argued that our management practices have not kept pace with these changes. In fact, I think we’re trailing badly.

In reality not much has changed in 100 years. The training and development industry largely rehashes old theory and practices and makes the same mistakes. At the most fundamental level however, our overall quality of management and leadership is poor and is based on archaic notions based on the industrial age.

“We should stop trying to make people happy and instead make them better equipped to deal with the challenges of today’s organisations.”

While more than 75% of learners report high levels of satisfaction with learning programs, in our heart of hearts we know that there is no correlation between ‘happy sheets’ and the successful application of program learning and subsequent performance. We should stop trying to make people happy and instead make them better equipped to deal with the challenges of today’s organisations.

We think we’re driving a Ferrari but we’re really driving a vehicle from the 1900’s…

Our Top 10 Features / Practices

Our research and practice in learning and development over two decades has allowed us to assemble a ‘top 10’ list that all development programs should at least consider integrating. I’m not suggesting that programs should have all ten, although that goal is certainly achievable (see Actionable Conversations for example). Programs that manage to incorporate many of the practices are more likely to be effective, sustainable and cost-effective.

So here are our top 10….

1. Solid context

Ensure that programs are framed and positioned in a strong context that includes an assessment of the market / external environment, strategy, the customer and the organisation’s vision for the future. Only then can an organisation determine the type of leader it needs and therefore the type of program it should invest in. We should dispense with generic competency based models and generic programs that are not targeted.

2. Just-in-time & strategic

If point #1 is true (above), it also holds true that training should be more agile, responsive and ‘just-in-time’ to meet the specific development needs now and in the short-term. Too often organisations get caught in the trap of looking too far in to the future to try to determine leadership needs. A more pertinent question is to ask ‘What do we need right now and in the coming 12 months?’

3. Leader-led / expert-driven

Developing people should be led internally – harvesting every opportunity, everyday. This should be a blend of informal in-the-moment; semi-structured (e.g. monthly leader-led conversations around a mission critical theme); or more formal training provided by outside experts who can bring a perspective and skills sometimes not present internally.

“Developing people should be led internally – harvesting every opportunity, everyday.”

4. Real-world & practical

Please don’t read ‘real-world’ and practical as just being focused on skill building or superficial training that doesn’t challenge people around their mindsets and behaviours. The most effective development programs invite people to play at their edge. The best programs are transformational, where participants can never view themselves or the world in the same way again (the ANZ Breakout program was a good example of this where I was the head of program delivery between 2001 and 2007).

5. Transfer of learning is primary

Learning can suffer three fatal flaws: (1) it occurs in a vacuum; (2) is not linked to a learner’s role or business unit objectives or (3) learning remains in the classroom. Research tells us that the most important factor in program participants being able to apply their learning back in the workplace is their manager.

6. Supports both leader and learner

We tell our program participants that their 1-up manager should almost feel like they’re going through the program, such should be the level of communication, sharing and support that happens in that relationship. Unfortunately this is more aspirational than fact. Secondly, programs that are leader-led have the added benefit of developing both the team member as well as the leader running the session.

7. Mechanisms to support accountability

I like to call this the ‘scaffolding’ that helps support learners. Examples include regular development meetings with their manager; scheduling time for reflection on behaviours and approach; formal or informal coaching / mentoring; and perhaps most importantly, developing habits and practices (see # 9).

8. Doesn’t break the bank

This perhaps goes without saying, however if programs are going to be rolled out in large volume then they need to be cost-effective and provide a measurable return-on-investment.

9. Focuses on the pathway to get there

One observation I have made repeatedly is that we over-invest in goal setting and under-invest in the pathways to get there. In other words, you can set all the goals you want, but if you don’t have a plan to get there, the goals are useless. And the pathway to get there is through developing habits and practices that move you toward the goal everyday. Read my post on LinkedIn on Habits and Practices.

10. Reinforced & Rewarded

Accountability is an over-used word in organisations, however if you want people to do something different, there has to be accountability built in to development programs. Also, we are all human. In a world that is quick to criticize or cut-down, the basic human need of support and acceptance is enduring. Reward the right behaviours – and oh, don’t forget to reward the right intention and effort.

By at least considering all ten features in this list and how they might be incorporated in your development programs, you stand a very good chance of delivering what you set out to do in the first place, develop people in a way that makes a difference to them and to the organisation.

What to do from here:

  1. Find out more about our leadership development programs.
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  3. Get in contact: Australia: 1300 100 857 or support@theleadershipsphere.com.au

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Ten Features of World Class Development Programs