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.

Learn simple problem-solving steps to handle poor work habits on your team. Then, dive into realistic scenarios for practice. Expert coaches provide advice on how to make positive habits stick.

The trust you build with your 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. You'll also learn tips for developing good judgment.

Business savvy leaders use economic, financial, market, and industry insights to improve their own, their team�s, and their organization�s results. But few people are born with this ability. It�s the result of experience and knowledge�and you can build both.

Learn how to manage customer interactions, raise customer satisfaction, and take the HEAT.

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.

Strong business partnerships � both inside and outside the organization � help leaders to forge alliances. They help leaders accomplish goals that they couldn�t accomplish alone. This course guides leaders on how to identify, build, maintain, and evaluate partnerships.

Attracting and landing the best candidates is a competitive advantage for an organization. When interviewers establish a human connection, candidates have a more positive impression of the job and organization. To make that connection in a virtual setting, interviewers must be especially aware of their words and actions and make an extra effort to build rapport.

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.

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.

Leaders are introduced to the Identify, Engage, Advocate framework for inclusive action. Through a series of videos and scenario-based activities, they learn the behaviors leader allies need to create an environment of psychological safety and an equitable workplace.

What does trust have to do with business success? Everything. 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, as well as common Trust Breakers that can erode or quickly break trust. Applying these skills to build trusting relationships enables people to take risks, identify and solve problems, and collaborate to achieve business results.