Competency: Collegiality
| Level | Courses | Videos |
| Phase 1 | Improving Your Listening Skills | Listening for understanding |
| Effective Listening | Listening mindfully | |
| Giving and Receiving Feedback | Listening | |
| Delivering Employee Feedback | Listening with empathy | |
| 360-Degree Feedback | Listening and communicating | |
| Listening effectively | ||
| Practice listening | ||
| Listening actively | ||
| Listen and listen carefully | ||
| Effective listening in action | ||
| Active listening techniques | ||
| Benefits of effective listening | ||
| The structure of meaningful listening | ||
| Active listening | ||
| Exploring the keys to active listening | ||
| How to receive tough feedback yourself | ||
| Giving feedback | ||
| How to give great feedback | ||
| Give effective critiques and feedback | ||
| Giving performance feedback | ||
| Give effective feedback to students | ||
| Giving and getting feedback | ||
| Giving feedback, sometimes | ||
| The five feedback steps | ||
| Give feedback as a coach | ||
| Phase 2 | Learning to Be Approachable | Cultivating the mindset of approachability |
| Communicating about Culturally Sensitive Issues | Body language and approachability | |
| Effective learning approaches | ||
| Healthy approaches to managing team conflict | ||
| Design thinking approach | ||
| Sensitivity | ||
| Performing sensitivity analysis | ||
| Sensitivity analysis | ||
| Sharing sensitive information | ||
| Orientation Sensitivity | ||
| Avoid sensitive topics | ||
| Ground rules for culturally sensitive conversations | ||
| Quickly understanding people | ||
| Understanding humans at work | ||
| Understanding the talent market | ||
| Understanding what motivates and engages employees | ||
| Foster understanding | ||
| Phase 3 | Learning to Be Promotable | Avoiding tricky issues |
| Getting Promoted | Addressing quality issues | |
| Employee Engagement | Common employee issues | |
| Motivating and Engaging Employees | Reporting ethical issues | |
| Coaching when someone is passed over for promotion | ||
| Reinforcing your promotion | ||
| Exploring the promotion process | ||
| Four qualities for promotion | ||
| Identifying promotable conditions | ||
| Defining employee engagement | ||
| Engage employees | ||
| The four employee engagement factors | ||
| Engaging employees with company culture | ||
| Assessing employee engagement | ||
| What an employee needs to be engaged | ||
| Onboarding to engage employees | ||
| Cultivate employee engagement | ||
| Build goodwill with your peers | ||
| Setting up a support system | ||
| Supporting | ||
| Phase 4/5 | Introducing effective listening behaviors | Refine your audience with behavior targeting |
| Advanced Consumer Behavior | Behavioral leadership | |
| Giving and Receiving Feedback | Recognize normal behavior of team members | |
| Delivering Employee Feedback | Master behavioral interviewing skills | |
| Knowledge management | ||
| Knowledge management skills | ||
| How to manage and share knowledge across borders | ||
| Manage Project Knowledge | ||
| How to receive tough feedback yourself | ||
| Giving feedback | ||
| How to give great feedback | ||
| Give effective critiques and feedback | ||
| Giving performance feedback | ||
| Give effective feedback to students | ||
| Giving and getting feedback | ||
| Giving feedback, sometimes | ||
| The five feedback steps | ||
| Give feedback as a coach |
Competency: Team working
| Level | Courses | Videos |
| Phase 1 | Introducing effective listening behaviors | Refine your audience with behavior targeting |
| Advanced Consumer Behavior | Behavioral leadership | |
| Managing Teams | Recognize normal behavior of team members | |
| Building Your Team | Master behavioral interviewing skills | |
| Leading and Working in Teams | Conditions for team success | |
| Building High-Performance Teams | Cultivate conditions for team success | |
| Working on a Cross-Functional Team | Celebrate successes | |
| Communication within Teams | Team conflict is necessary for success | |
| Collaborative Leadership | Broadcasting team successes | |
| Ways to Build a Winning Team: Trust, Freedom, and Play | Sharing a vision for success | |
| Three interpersonal habits for success | ||
| Reviewing the elements of a successful team startup | ||
| How to work on a team | ||
| Working with other teams | ||
| Developing a team mindset | ||
| Engage the team | ||
| Building your teams | ||
| How to lead global teams | ||
| Phase 2 | Stepping Up to Leadership | The four disciplines of executive leadership |
| Leadership Foundations: Leadership Styles and Models | Becoming a leader | |
| Transformational Leadership | Understanding your leadership style | |
| Leadership Strategies for Women | Leadership skills required | |
| Bill George on Self Awareness, Authenticity, and Leadership | Team building, trust, and transparency | |
| Ken Blanchard on Servant Leadership | Listening for understanding | |
| Leadership Foundations | The whys and hows of delegation | |
| Leadership: Practical Skills | Increasing positive thoughts | |
| Leading without Formal Authority | Applying management skills | |
| Building High-Performance Teams | Keeping your management skills sharp | |
| Effective Listening | Five skills every manager needs to master | |
| Delegating Tasks | Hone self-management skills | |
| Leading Change | Having the courage to change | |
| Leading Your Team Through Change | Critical skills for leading change | |
| Persuading Others | Getting ready to change | |
| Managing in a Matrixed Organization | Creating a positive environment | |
| Creating a Positive and Healthy Work Environment | Adapting to a changing environment | |
| Discovering Your Strengths | Identifying your strengths | |
| Where to Focus: Weaknesses or Strengths? | Self-reflecting on your strengths, motivators, and more | |
| Successful Goal Setting | Playing to strengths | |
| Setting Team and Employee Goals | What are strengths? | |
| Coaching Skills for Leaders and Managers | Leveraging strengths across the team | |
| Coaching for Results | Understanding strengths and weaknesses | |
| Working with an Executive Coach | How to make your strengths visible to your organization | |
| Coaching Employees through Difficult Situations | Play to your strengths | |
| Developing Adaptable Employees | Overused strengths | |
| Building a Coaching Culture: Improving Performance Through Timely Feedback | Improving your job-to-strengths match | |
| Mentoring Others | Self-assessing your strengths | |
| Developing Your Team Members | Set shared goals | |
| Being an Effective Team Member | Strategies for achieving goals | |
| Managing Teams | Outline activities to achieve goals | |
| Building Your Team | How to set and achieve better goals | |
| Teamwork Foundations | How to make goals achievable | |
| Leading and Working in Teams | Provide resources to achieve goals | |
| Working on a Cross-Functional Team | Providing resources to reach goals | |
| Communication within Teams | Setting goals | |
| Setting effective goals | ||
| Coaching employees | ||
| Developing a coaching culture | ||
| Coaching and development | ||
| Coaching and mentoring your team | ||
| Coach and develop high performers | ||
| GROW coaching model | ||
| Coaching basics | ||
| How to conduct coaching conversations | ||
| Tactics for effective coaching | ||
| Coaching | ||
| The coaching conversation | ||
| What is coaching? | ||
| Balancing your work with the team's work | ||
| How to work on a team | ||
| Working with other teams | ||
| Developing a team mindset | ||
| Engage the team | ||
| Building your teams | ||
| How to lead global teams | ||
| Motivating your team | ||
| Self-care and support | ||
| Cultivating a supporting culture | ||
| Being supportive | ||
| Support from the top | ||
| Getting executive support | ||
| Introducing the support continuum | ||
| Phase 3 | Leading Effectively | Leading without authority |
| Leading without Formal Authority | Leading as an introvert | |
| Leading with Purpose | Leading by example | |
| Leading Yourself | A manager's role in leading change | |
| Leading and Working in Teams | Leading the organization | |
| Leading with Vision | Leading for social responsibility | |
| Leading with Stories | Leading and motivating the team to achieve | |
| Leading with Emotional Intelligence | Leading with questions | |
| Leading Change | Leading with vision and values | |
| Leading Globally | Definition of managing up | |
| Managing Up | Overview of managing up | |
| Managing Your Manager | The importance of managing up | |
| Managing Up, Down, and Across the Organization | Managing up when you don't click | |
| New Manager Foundations | Managing up and managing down | |
| Succeeding in a New Role By Managing Up | Effective delegation | |
| Delegating Tasks | The whys and hows of delegation | |
| Communication Tips | Learning to delegate | |
| Delivering Employee Feedback | Learn to delegate | |
| Communicating about Culturally Sensitive Issues | How to delegate: The specifics | |
| Success Habits | Do, delegate, defer | |
| Succession Planning | Delegating responsibilities | |
| Life Mastery: Achieving Happiness and Success | Delegating effectively | |
| Managing Customer Expectations for Managers | Lay the groundwork for delegation | |
| Managing Customer Expectations for Frontline Employees | Sensitivity | |
| Conflict Resolution Foundations | Performing sensitivity analysis | |
| Managing Team Conflict | Sharing sensitive information | |
| Improving Your Conflict Competence | Implement a succession planning process | |
| Fred Kofman on Managing Conflict | Celebrating your success | |
| Coaching and Developing Employees | What is success? | |
| Coaching Skills for Leaders and Managers | Imagining your success | |
| Coaching for Results | Celebrating success for improvement | |
| Working with an Executive Coach | Success and happiness | |
| Coaching Employees through Difficult Situations | How to manage expectations | |
| Developing Adaptable Employees | Managing expectations | |
| Building a Coaching Culture: Improving Performance Through Timely Feedback | Manage expectations | |
| Mentoring Others | Conflict management | |
| Developing Your Team Members | Managing conflict | |
| Holding Yourself Accountable | Manage conflict | |
| Managing for Results | How to effectively manage conflict | |
| Defining and Achieving Professional Goals | Solving team conflicts | |
| HR as a Business Partner | Resolving conflict | |
| Strategic Partnerships | Deal with conflict | |
| Strategic Partnerships: Ecosystems and Platforms | Realizing the rules of positive conflict | |
| Challenge, conflict, resolution | ||
| How to be both assertive and cooperative in team conflict | ||
| Coaching | ||
| The coaching conversation | ||
| What is coaching? | ||
| Coaching someone who doesn't want to be coached | ||
| Coaching versus mentoring | ||
| Coaching your team | ||
| What makes a good coach? | ||
| Develop employees to meet talent needs | ||
| How do you cultivate employee development? | ||
| Developing employees through training and career development | ||
| Developing employees | ||
| Coaching for brilliant performance | ||
| Learn how mentors can help | ||
| Get help holding yourself accountable | ||
| Help the facilitator | ||
| Helping your organization develop EQ | ||
| Helping teams change | ||
| How professional networking helps your business | ||
| Helping others resolve conflict | ||
| Taking responsibility | ||
| Taking responsibility for mistakes | ||
| Demonstrating responsibility: Taking ownership for what you do | ||
| Take responsibility and be decisive | ||
| Take ownership of problems | ||
| Take responsibility for finding answers | ||
| Communicate responsively | ||
| Engagement, satisfaction, and team performance | ||
| Introducing managing for results | ||
| Go for more than results | ||
| Use coaching tools to monitor results | ||
| Achieving your goals | ||
| Why goal setting works | ||
| Goals are not enough | ||
| Setting and achieving your career goals | ||
| Partnering | ||
| Partnering for short-term and long-term success | ||
| Use partnering language with customers | ||
| Teaming and other partnering methods | ||
| Selecting the partners for an ecosystem | ||
| Partnering with your boss | ||
| Developing trust with an accountability partner | ||
| Phase 4/5 | Social Recruiting for Recruiters | Review your recruitment process |
| Learning LinkedIn Recruiter | Talent sourcing vs. recruiting | |
| Recruiting Foundations | Recruiting | |
| Technical Recruiting | Common recruiting mistakes | |
| Recruiting Talent with Social Media | Recruitment and selection | |
| J.T. O'Donnell on Making Recruiters Come to You | Improve your recruitment process | |
| Working with Recruiters | How to use LinkedIn Recruiter to source talent | |
| Getting the Most from Recruiters While Job Hunting | Recruiting the right people | |
| Conducting Motivational 1-on-1 Reviews | Employer brand, recruitment, and retention | |
| Performance-Based Hiring | How to drive referral recruitment | |
| Building a Talent Pipeline from New Recruits to Leadership | Hook a recruiter with your cover letter | |
| Getting Your Talent to Bring Their Best Ideas to Work | Recruiting and hiring | |
| Onboarding New Hires as a Manager | Recruiting and interviewing process | |
| Hire, Retain, and Grow Top Millennial Talent | Recruit and hire the right people | |
| Attracting, Hiring, and Working with Gen Z | Five skills every manager needs to master | |
| Coaching Skills for Leaders and Managers | Manager training | |
| Managing Your Manager | Training and empowering managers | |
| Developing Managers in Organizations | Manager responsibility: Coaching and training | |
| Ways to Build a Winning Team: Trust, Freedom, and Play | Coaching experienced managers | |
| Dream Teams: Working Together Without Falling Apart (Blinkist Summary) | Develop the skills needed to be an effective manager | |
| Building Your Team | Team building | |
| Shane Snow on Dream Teams | Team building, trust, and transparency | |
| Leading through Relationships | Cultivate communication and team-building skills | |
| Building Business Relationships | Facilitating your team-building retreat | |
| Collaboration Principles and Process | Planning your team-building retreat | |
| Business Collaboration in the Modern Workplace | Build team morale | |
| Being an Effective Team Member | Building your teams | |
| Working on a Cross-Functional Team | Building a team of all-stars | |
| Collaborative Design: Process and Efficiency | Building your dream team | |
| Collaborative Design: Managing a Team | Staffing skills | |
| Collaborative Design: Vision and Strategy | Pros and cons of flexible staffing | |
| Managing Teams | Determine staffing needs with generic resources | |
| Teamwork Foundations | Long-term staffing plan | |
| Leading and Working in Teams | Staffing your team for excellence | |
| Collaborative Leadership | Staffing: Hiring the right people | |
| Building key relationships | ||
| How to build rapport in 30 seconds or less | ||
| Make time to build relationships | ||
| Building professional relationships | ||
| Build your network | ||
| Build meaningful connections | ||
| Expand client relationships | ||
| Develop relationships | ||
| How to build productive relationships with your team | ||
| The fundamentals of collaboration | ||
| Steps to establishing collaboration | ||
| Collaboration culture | ||
| Why collaboration is key | ||
| Five benefits of collaboration | ||
| Create collaboration opportunities | ||
| Finding efficiency in collaboration | ||
| Balancing your work with the team's work | ||
| How to work on a team | ||
| Working with other teams | ||
| Developing a team mindset | ||
| Engage the team |
Competency: People management
| Level | Courses | Videos |
| Phase 1 | Negotiation Skills | Negotiating techniques |
| Strategic Negotiation | Negotiation hacks | |
| Negotiation Foundations | Three Steps to Successful Negotiation | |
| Negotiating with Agility | Negotiating | |
| Advanced Business Development: Communication and Negotiation | What to avoid in a negotiation conversation | |
| Negotiating: A Toolkit for Advancing Your Interests | Negotiation tips | |
| The three core negotiation practices | ||
| Procurement negotiation | ||
| Negotiate with purpose | ||
| When to negotiate and when not to | ||
| Developing a negotiation mindset | ||
| Negotiating in action | ||
| Negotiation planning | ||
| Negotiate major contract points | ||
| Prepare scripts to guide negotiations | ||
| Negotiation | ||
| Option 2: Use negotiation tactics | ||
| The importance of relationships in negotiations | ||
| Understanding how influence works | ||
| Listening and building tactical empathy | ||
| Align your tactics and strategy | ||
| Dealing with contentious tactics | ||
| When and how to negotiate and close | ||
| How to advance stuck negotiations | ||
| Negotiate the deal | ||
| Chris Voss: Make deals like an FBI negotiator | ||
| Negotiating the best deal | ||
| Chris Voss on making deals like an FBI negotiator | ||
| The three kinds of negotiations | ||
| Phase 2 | Management: Top Tips | What is management? |
| Managing Up | How to manage expectations | |
| Management Foundations | Managing expectations | |
| Management Tips Weekly | Manage expectations | |
| Managing Customer Expectations for Managers | Understanding customer expectations | |
| Managing Customer Expectations for Frontline Employees | How to manage customer expectations | |
| Defining and Achieving Professional Goals | Identify customer expectations | |
| Be More Productive: Take Small Steps, Have Big Goals | Customer expectations of service delivery | |
| Negotiation Skills | Educate customers on what to expect | |
| Strategic Negotiation | Ensuring customer expectations are met | |
| Negotiation Foundations | Personal goals | |
| Negotiating with Agility | Professional and personal goals | |
| Advanced Business Development: Communication and Negotiation | Setting smart goals | |
| Negotiating: A Toolkit for Advancing Your Interests | Pinpointing your career goals | |
| Managing Diversity | The importance of clear goals | |
| Managing a Diverse Team | Defining focused goals | |
| Human Resources: Diversity Recruiting | Prioritize team goals and build trust | |
| Diversity, Inclusion, and Belonging | Align activities with strategic goals | |
| Introducing effective listening behaviors | How to set and achieve better goals | |
| Advanced Consumer Behavior | Set mutual goals | |
| Be a Better Manager by Motivating Your Team | Negotiating techniques | |
| Conducting Motivational 1-on-1 Reviews | Negotiation hacks | |
| Three Steps to Successful Negotiation | ||
| Negotiating | ||
| What to avoid in a negotiation conversation | ||
| Negotiation tips | ||
| The three core negotiation practices | ||
| Procurement negotiation | ||
| Negotiate with purpose | ||
| When to negotiate and when not to | ||
| Developing a negotiation mindset | ||
| Negotiating in action | ||
| Negotiation planning | ||
| Negotiate major contract points | ||
| Prepare scripts to guide negotiations | ||
| Status and equality | ||
| How to manage and support diversity | ||
| Diversity and inclusion | ||
| Designing for diversity | ||
| Define diversity and inclusion terminology | ||
| Leveraging generational differences in the workplace | ||
| Embed diversity and inclusion into the business strategy and culture | ||
| Source for diversity | ||
| Diversity in the hiring process | ||
| A local or global diversity strategy | ||
| How to measure diversity program success | ||
| Challenging the status quo | ||
| Challengers, executors, and enablers | ||
| Challenging your employees for growth | ||
| Challenges of working contract or temp | ||
| Common challenges for new managers | ||
| Challenges to managing high performers | ||
| Four biggest challenges in managing your former peers | ||
| Refine your audience with behavior targeting | ||
| Behavioral leadership | ||
| Recognize normal behavior of team members | ||
| Master behavioral interviewing skills | ||
| Understanding what motivates and engages employees | ||
| Motivating and engaging employees | ||
| Measuring, motivating, and promoting employees | ||
| Motivating different generations | ||
| Identifying the secrets of employee motivation | ||
| How to inspire and motivate employees | ||
| How to motivate your employee champions | ||
| Encouragement | ||
| Encourage personal excellence | ||
| Encouraging your coworkers | ||
| Encourage participation | ||
| Encourage mentoring relationships | ||
| Phase 3 | Developing Self-Awareness | Personal development |
| Rewarding Employee Performance | Create a personal development plan | |
| Communicating Employee Rewards | Personal development plan | |
| Performance Review Foundations | Develop self-confidence | |
| The Future of Performance Management | Develop | |
| Performance Management: Conducting Performance Reviews | Developing a personal style | |
| Performance Management: Setting Goals and Managing Performance | Understanding personal EQ | |
| Human Resources: Building a Performance Management System | Understanding the skills and personality requirements for a business development role | |
| Creating a High Performance Culture | Rewarding good behaviors | |
| Improving Employee Performance | Recognizing and rewarding great performance | |
| Measuring Team Performance | Rewarding performance | |
| Managing High Performers | Performance management | |
| Managing Employee Performance Problems | Recognize and reward team performance | |
| Acting Decisively | The importance of rewarding great performance | |
| Executive Decision Making | Reward according to their needs | |
| Decision-Making Strategies | Final ideas about rewarding performance | |
| Making Decisions | The performance review process | |
| Improving Your Judgment | Give yourself an honest performance review | |
| Managing Diversity | Effective performance management | |
| Managing a Diverse Team | Understand performance management | |
| Human Resources: Diversity Recruiting | Continuous performance management | |
| Diversity, Inclusion, and Belonging | Using performance management tools | |
| Coaching and Developing Employees | Model of the performance management process | |
| Developing Your Team Members | Implement collaborative performance management | |
| Self-driven performance management | ||
| Benefits of a performance management system | ||
| Improve your decision making | ||
| Decision-making | ||
| Making a decision | ||
| Making better decisions | ||
| Decision-making and analysis | ||
| Making fair decisions | ||
| Making better decisions at work | ||
| Embracing a rapid-decision-making process | ||
| When to use team decision-making | ||
| Making tough decisions | ||
| How to resolve trust issues in team conflict | ||
| Identify and escalate issues | ||
| When there is a bully on your team | ||
| Manage team legal issues | ||
| Cross-functional team advantages | ||
| Action items and issue resolution | ||
| Status and equality | ||
| How to manage and support diversity | ||
| Diversity and inclusion | ||
| Designing for diversity | ||
| Define diversity and inclusion terminology | ||
| Leveraging generational differences in the workplace | ||
| Embed diversity and inclusion into the business strategy and culture | ||
| Source for diversity | ||
| Diversity in the hiring process | ||
| Empowering employees | ||
| Empower employees | ||
| Empower employees and managers | ||
| Develop employees to meet talent needs | ||
| Empowering employees to be customer advocates | ||
| Developing employees | ||
| Developing career paths for employees | ||
| Developing employees through training and career development | ||
| Developing and motivating employees | ||
| Phase 4/5 | Organizational Culture | Defining culture |
| Creating a Culture of Change | Shape culture | |
| Measuring Company Culture | Cultural differences | |
| Creating a Culture of Learning | What is culture? | |
| Communicating Across Cultures | Creating a culture of trust | |
| Creating a Culture of Strategy Execution | Status and equality | |
| Managing Diversity | How to manage and support diversity | |
| Managing a Diverse Team | Diversity and inclusion | |
| Human Resources: Diversity Recruiting | Designing for diversity | |
| Diversity, Inclusion, and Belonging | Define diversity and inclusion terminology | |
| Leading with Vision | Leveraging generational differences in the workplace | |
| Collaborative Design: Vision and Strategy | Embed diversity and inclusion into the business strategy and culture | |
| Source for diversity | ||
| Diversity in the hiring process | ||
| A local or global diversity strategy | ||
| Leading by example | ||
| Lead by example | ||
| Inspiring others | ||
| Motivating, inspiring, and developing people | ||
| Inspirational leadership | ||
| Influence to inspire | ||
| Create an inspiring workplace | ||
| Being inspiring | ||
| Practices for inspiring innovation | ||
| Inspire altruism | ||
| Achieving a vision | ||
| Communicate effectively | ||
| Defining your vision | ||
| Engage employees with the vision | ||
| Creating a vision | ||
| Creating a compelling vision | ||
| Create a shared vision and focus on objectives | ||
| Generating a vision and mission | ||
| Setting a vision | ||
| Leading with vision and values | ||
| Mission, vision, and strategy | ||
| Set a vision |
Competency: Supervision
| Level | Courses | Videos |
| Phase 1 | Employee Engagement | Defining employee engagement |
| Motivating and Engaging Employees | Engage employees | |
| Positioning Your Product or Service | The four employee engagement factors | |
| Engaging employees with company culture | ||
| Assessing employee engagement | ||
| What an employee needs to be engaged | ||
| Onboarding to engage employees | ||
| Cultivate employee engagement | ||
| Communicate to improve employee engagement | ||
| Build goodwill with your peers | ||
| Setting up a support system | ||
| Supporting | ||
| Phase 2 | Managing Teams | Build goodwill with your peers |
| Management: Top Tips | Setting up a support system | |
| Managing in Difficult Times | Supporting | |
| Managing Employee Performance Problems | Communicating with your supervisor | |
| Managing Up | Leadership's role | |
| Managing Up, Down, and Across the Organization | Involve managers and supervisors | |
| Giving and Receiving Feedback | The weekly review with your manager | |
| Delivering Employee Feedback | Roles of the manager | |
| 360-Degree Feedback | A manager's role in leading change | |
| How to receive tough feedback yourself | ||
| Giving feedback | ||
| How to give great feedback | ||
| Give effective critiques and feedback | ||
| Giving performance feedback | ||
| Give effective feedback to students | ||
| Giving and getting feedback | ||
| Giving feedback, sometimes | ||
| The five feedback steps | ||
| Give feedback as a coach | ||
| Phase 3/4/5 | Leadership: Practical Skills | Encouragement |
| Coaching Skills for Leaders and Managers | Encourage personal excellence | |
| Giving and Receiving Feedback | Encouraging your coworkers | |
| 360-Degree Feedback | Encourage participation | |
| Encourage mentoring relationships | ||
| Encourage curiosity and creativity | ||
| Encourage boomerang employees | ||
| Six tips for supervisors and managers | ||
| Situational leadership | ||
| Leadership skills required | ||
| Keeping your management skills sharp | ||
| Building communication skills | ||
| Build goodwill with your peers | ||
| Setting up a support system | ||
| Supporting | ||
| Giving feedback | ||
| How to give great feedback | ||
| The five feedback steps | ||
| Create a growth mindset with feedback | ||
| Giving performance feedback | ||
| Delivering critical feedback | ||
| Embracing feedback | ||
| Give feedback as a coach | ||
| How to provide performance feedback | ||
| Delivering employee feedback | ||
| Evaluate your feedback style | ||
| Discovering characteristics of effective feedback | ||
| How to respond to critical feedback | ||
| Asking for feedback from your boss and peers |
Competency: Mentoring
| Level | Courses | Videos |
| Phase 1 | Teaching Techniques: Classroom Management | Self-care and support |
| Learning How to Increase Learner Engagement | Cultivating a supporting culture | |
| Teaching with Technology | Being supportive | |
| Learning to Teach Online | Support from the top | |
| Teaching Techniques: Developing Curriculum | Getting executive support | |
| Teaching Techniques: Blended Learning | Introducing the support continuum | |
| PowerPoint for Teachers: Creating Interactive Lessons | Training and support for change | |
| Teaching Techniques: Project-Based Learning | Teaching others how to do a task | |
| Being a Good Mentee | Teach others how to think critically | |
| Teaching Online: Synchronous Classes | Teaching philosophy | |
| Teaching Techniques: Writing Effective Learning Objectives | Teach students critical thinking skills | |
| Developing a Mentoring Program | Mentor | |
| Mentoring Others | Connecting with a mentor | |
| Why Mentoring Matters | Building confidence as a mentee | |
| Rewarding Employees | Be a mentor | |
| Rewarding Employee Performance | Coaching versus mentoring | |
| Being a Good Mentor | Getting a mentor and being a mentor | |
| Mentors | ||
| Start your mentoring relationship | ||
| Using rewards and recognition | ||
| How to handle rewards and recognition | ||
| Rewards and recognition | ||
| Reward and recognition principles | ||
| Rewarding yourself, trophies optional | ||
| Recognizing and rewarding great performance | ||
| Rewarding good behaviors | ||
| How mentorship works | ||
| Mentorship | ||
| How to design a framework and needs assessment for your mentoring program | ||
| Learn how mentors can help | ||
| Mentoring moments | ||
| When and how to find a mentor | ||
| Mentoring and reverse mentoring programs at work | ||
| Sarah Robb O’Hagan: Find your perfect mentor | ||
| Phase 2 | Focus on Your Skills | Building new skills |
| Teaching Technical Skills Through Video | Engaging interpersonal skills | |
| Project Management: Technical Projects | Knowledge management skills | |
| Being a Good Mentee | Recognizing your skills | |
| Mentoring Others | Skills for learning | |
| Developing a Mentoring Program | Skill of a design thinking leader | |
| Technical and software skills | ||
| Technical skills: Hardware, software, and beyond | ||
| Moving from technical skills to relational skills | ||
| Establishing your mentoring relationship | ||
| What is a great mentor | ||
| Connecting with a mentor | ||
| Underlying assumptions of formal mentoring programs | ||
| Sarah Robb O’Hagan: Find your perfect mentor | ||
| Be a mentor | ||
| Mentor | ||
| Training essentials for mentors | ||
| Find a mentor | ||
| Getting a mentor and being a mentor | ||
| Mentors | ||
| Finding a mentor | ||
| Mentors in your network | ||
| Researching mentors and networks | ||
| Finding an internal and external mentor | ||
| Finding your own mentor | ||
| Becoming an intentional mentor | ||
| Types and purpose of mentoring program | ||
| Encouragement | ||
| Encourage personal excellence | ||
| Encouraging your coworkers | ||
| Encourage participation | ||
| Encourage mentoring relationships | ||
| Encourage curiosity and creativity | ||
| Phase 3 | Being a Good Mentee | Coaching and mentoring |
| Developing a Mentoring Program | Connecting with a mentor | |
| Mentoring Others | Building confidence as a mentee | |
| Why Mentoring Matters | Be a mentor | |
| Creating Positive Conversations with Challenging Customers | Coaching versus mentoring | |
| Building Self-Confidence | Getting a mentor and being a mentor | |
| Creativity: Generate Ideas in Greater Quantity and Quality | Start your mentoring relationship | |
| Getting Your Ideas Approved | Opportunities | |
| Ideas that Resonate | Unexpected opportunities | |
| Delegate work and opportunities equitably | ||
| Challenge assumptions | ||
| Check your assumptions | ||
| Challenging your employees for growth | ||
| Challenges to managing high performers | ||
| Challenges to coaching high performers | ||
| Challenge: Organization | ||
| Ride the challenge wave | ||
| Empowering employees | ||
| Empower employees | ||
| Empower employees and managers | ||
| Develop employees to meet talent needs | ||
| Empowering employees to be customer advocates | ||
| Developing employees | ||
| Developing career paths for employees | ||
| Developing employees through training and career development | ||
| Developing and motivating employees | ||
| Build up your confidence | ||
| Self-confidence and self-compassion | ||
| Don't build your first idea—ideate! | ||
| On generating vs. executing ideas | ||
| Idea generation and capture | ||
| How to select the best ideas | ||
| Phase 4/5 | Building Your Professional Network | Why professional networking on LinkedIn matters |
| Building Professional Relationships | How professional networking helps your business | |
| Developing Your Professional Image | Professional networks made easy | |
| Defining and Achieving Professional Goals | Marketing beyond your professional network | |
| Developing Resourcefulness | Building a professional network | |
| Networking for Sales Professionals | Cultivate your professional network | |
| Taking Charge of Your Career | Establish a career direction | |
| Managing Your Career: Mid-Career | Pinpointing your career goals | |
| Managing Your Career as an Introvert | Know what your career goals are | |
| Switching Your Career | Career growth | |
| Giving Your Elevator Pitch | Ongoing career development | |
| Creating Great First Impressions | Taking the next steps in your career | |
| Being a Good Mentor | Mentor | |
| Developing a Mentoring Program | Connecting with a mentor | |
| Mentoring Others | Building confidence as a mentee | |
| Why Mentoring Matters | Be a mentor | |
| Decision-Making Strategies | Coaching versus mentoring | |
| Improving Your Judgment | Getting a mentor and being a mentor | |
| Executive Decision Making | Decision-making and analysis | |
| Acting Decisively | Decision-making | |
| Stepping Up to Leadership | Making decisions | |
| Leadership Foundations: Leadership Styles and Models | Making fair decisions | |
| Transformational Leadership | Making better decisions at work | |
| Leadership Strategies for Women | Embracing a rapid-decision-making process | |
| Bill George on Self Awareness, Authenticity, and Leadership | When to use team decision-making | |
| Ken Blanchard on Servant Leadership | Making tough decisions | |
| Leadership Foundations | Defining your natural leadership style | |
| Leadership: Practical Skills | The four disciplines of executive leadership | |
| Talent Management | Becoming a leader | |
| Understanding your leadership style | ||
| Leadership skills required | ||
| Team building, trust, and transparency | ||
| Listening for understanding | ||
| The whys and hows of delegation | ||
| Increasing positive thoughts | ||
| Applying management skills | ||
| What is a talent management strategy? | ||
| Managing creative talent | ||
| Developing talent | ||
| Identify talent needs | ||
| How do you identify talent? | ||
| Who owns talent development? |
Competency: Influence and leadership
| Level | Courses | Videos |
| Phase 1 | Employee Engagement | Defining employee engagement |
| Motivating and Engaging Employees | Engage employees | |
| Positioning Your Product or Service | The four employee engagement factors | |
| Influencing Others | Engaging employees with company culture | |
| Assessing employee engagement | ||
| What an employee needs to be engaged | ||
| Onboarding to engage employees | ||
| Cultivate employee engagement | ||
| Communicate to improve employee engagement | ||
| Challenging the status quo | ||
| Challengers, executors, and enablers | ||
| Challenging your employees for growth | ||
| Challenges of working contract or temp | ||
| Common challenges for new managers | ||
| Challenges to managing high performers | ||
| Top tips for self-awareness success | ||
| Developing self-awareness | ||
| Using branding and self-awareness to enhance your culture | ||
| Being self-aware | ||
| Seek feedback to boost self-awareness | ||
| Increase self-awareness | ||
| Building self-awareness as a manager | ||
| Using rewards and recognition | ||
| Rewards and recognition | ||
| How to handle rewards and recognition | ||
| Recognizing and rewarding great performance | ||
| Reward and recognition principles | ||
| Use recognition and rewards | ||
| Business value | ||
| The importance of providing value | ||
| Customer lifetime value | ||
| The value of advice | ||
| Time value of money | ||
| Trading things of value | ||
| Grow: Increase your value per hour | ||
| Value of creative work | ||
| Influence and lead others | ||
| Measuring influencer marketing | ||
| Building influence | ||
| Using influence | ||
| Influence without authority | ||
| How to use influence to get what you need | ||
| Accelerate your influence | ||
| Understanding how influence works | ||
| Creating your influence plan | ||
| Ways companies can influence employee engagement | ||
| Ways you can influence employee commitment | ||
| Factors that influence employer brands | ||
| Impression, impact, and self-awareness | ||
| Training for greater impact | ||
| Measuring your impact | ||
| Add impact to your ideas | ||
| Align intention and impact | ||
| Leadership impact | ||
| Focus on impact rather than intent | ||
| Phase 2 | Influencing Others | Eight influencing tips |
| Insights from Influencers and Business Leaders | Be influenceable | |
| Work Stories: Experiences that Influence Careers | Building relationships and influencing | |
| Building Customer Loyalty | Building influence | |
| Learn the Process of Effective Leadership | Influence and lead others | |
| Project Management Foundations: Ethics | Influencing during difficult times | |
| Solving Business Problems | Influencing decision makers | |
| Learn Emotional Intelligence, the Key Determiner of Success | Introduction: Influencing others | |
| Improving Your Listening Skills | Using influence | |
| Building Self-Confidence | Influencing as a leader and follower | |
| Project Management Foundations: Stakeholders | Listening with empathy | |
| Program stakeholder identification, planning, and engagement | Listening and communicating | |
| Bill George on Self Awareness, Authenticity, and Leadership | Listening effectively | |
| Body Language for Leaders | Effective listening | |
| Leading without Formal Authority | Practice listening | |
| Leadership Foundations | Listening actively | |
| Leadership: Practical Skills | Listen and listen carefully | |
| Stepping Up to Leadership | Effective listening in action | |
| Executive Leadership | Active listening techniques | |
| Benefits of effective listening | ||
| Communicate with confidence | ||
| Communicating with confidence | ||
| Overcoming anxiety and projecting confidence | ||
| Build up your confidence | ||
| Dealing with a lack of confidence | ||
| Develop self-confidence | ||
| Conveying confidence | ||
| How to manage stakeholders | ||
| Stakeholder management | ||
| Managing executive stakeholders | ||
| Identifying and managing stakeholders | ||
| Stakeholder engagement | ||
| Challenge: Stakeholder conflict | ||
| Conducting our stakeholder analysis | ||
| Mapping stakeholders' power and interest | ||
| Influence without authority | ||
| Leading through influence | ||
| Influence and negotiate to get the people you want | ||
| Interview senior leaders and key influencers | ||
| Create thought leaders and influencers | ||
| Top tips for self-awareness success | ||
| Impression, impact, and self-awareness | ||
| Developing self-awareness | ||
| Using branding and self-awareness to enhance your culture | ||
| Being self-aware | ||
| Seek feedback to boost self-awareness | ||
| Increase self-awareness | ||
| Understand your leadership style | ||
| Inspirational leadership | ||
| What is leadership? | ||
| Establishing leadership presence | ||
| Phase 3 | Holding Yourself Accountable | Taking responsibility |
| Rewarding Employees | Taking responsibility for mistakes | |
| Rewarding Employee Performance | Demonstrating responsibility: Taking ownership for what you do | |
| Strategic Thinking | Entrepreneurship: Finding and Testing Your Business Idea | |
| Managing Customer Expectations for Managers | Rewards and recognition | |
| Managing Customer Expectations for Frontline Employees | Reward and recognition principles | |
| Stepping Up to Leadership | Rewarding yourself, trophies optional | |
| Leadership Foundations: Leadership Styles and Models | Recognizing and rewarding great performance | |
| Transformational Leadership | Rewarding good behaviors | |
| Leadership Strategies for Women | Encouragement | |
| Bill George on Self Awareness, Authenticity, and Leadership | Encourage personal excellence | |
| Ken Blanchard on Servant Leadership | Encouraging your coworkers | |
| Leadership Foundations | Encourage participation | |
| Managing Teams | Encourage mentoring relationships | |
| Be a Better Manager by Motivating Your Team | Encourage curiosity and creativity | |
| BIM Management: Techniques for Managing People and Processes | Encourage boomerang employees | |
| People Analytics | Make strategic thinking a habit | |
| Managing Team Creativity | Embrace the mindset of strategic thinking | |
| Leading and Working in Teams | Ideal teammates think strategically | |
| Developing Resourcefulness | Think strategically | |
| Managing Resources Across Project Teams | Increasing strategic thinking | |
| Influencing Others | Make time for strategic thinking | |
| Fred Kofman on Making Commitments | How to manage expectations | |
| Leading through Relationships | Managing expectations | |
| Building Business Relationships | Manage expectations | |
| Understanding customer expectations | ||
| How to manage customer expectations | ||
| Identify customer expectations | ||
| Customer expectations of service delivery | ||
| Educate customers on what to expect | ||
| Becoming a leader | ||
| Understanding your leadership style | ||
| Leadership skills required | ||
| Team building, trust, and transparency | ||
| Listening for understanding | ||
| The whys and hows of delegation | ||
| Increasing positive thoughts | ||
| Applying management skills | ||
| Keeping your management skills sharp | ||
| Start by taking initiative | ||
| Initiative | ||
| Taking initiative | ||
| Manage people | ||
| Persuading people | ||
| Transition the people | ||
| Four types of people | ||
| Motivating people | ||
| Examples of people analytics | ||
| Helping people change | ||
| What is people analytics? | ||
| Managing virtual teams | ||
| Resources | ||
| Planning resources | ||
| Finding resources | ||
| Identify resources | ||
| Manage team resources | ||
| Additional resources | ||
| Influence and lead others | ||
| Measuring influencer marketing | ||
| Building influence | ||
| Using influence | ||
| Influence without authority | ||
| How to use influence to get what you need | ||
| Accelerate your influence | ||
| Follow through on your commitments | ||
| Getting a commitment | ||
| What to ask yourself before making a commitment | ||
| Setting commitment as an expectation | ||
| Making a commitment | ||
| Increasing commitment and engagement | ||
| Building key relationships | ||
| How to build rapport in 30 seconds or less | ||
| Make time to build relationships | ||
| Building professional relationships | ||
| Build your network | ||
| Build meaningful connections | ||
| Expand client relationships | ||
| Phase 4 | Influencing Others | Influence and lead others |
| Pitching Your Ideas Strategically | Measuring influencer marketing | |
| Creativity: Generate Ideas in Greater Quantity and Quality | Building influence | |
| Ideas that Resonate | Using influence | |
| Getting Your Ideas Approved | Influence without authority | |
| Leadership Foundations | How to use influence to get what you need | |
| Leadership: Practical Skills | Accelerate your influence | |
| Leading without Formal Authority | Understanding how influence works | |
| Executive Leadership | Creating your influence plan | |
| Inclusive Leadership | Share your ideas and get noticed | |
| Leading Effectively | Share your ideas | |
| Stepping Up to Leadership | Sharing ideas prior to filing a patent | |
| Leadership Foundations: Leadership Styles and Models | Evaluating ideas | |
| Acting Decisively | Pitch your idea | |
| Executive Decision Making | Selling your ideas | |
| Decision-Making Strategies | When you pitch ideas | |
| Making Decisions | Brainstorming and collecting ideas | |
| Improving Your Judgment | Defining your natural leadership style | |
| Strategies for leadership success | ||
| The four disciplines of executive leadership | ||
| Becoming a leader | ||
| Understanding your leadership style | ||
| Leadership skills required | ||
| Why visionary leadership is important | ||
| Engaging others around the vision | ||
| Experience engaging leadership | ||
| The highest level of leadership | ||
| Improve your decision making | ||
| Decision-making | ||
| Making a decision | ||
| Making better decisions | ||
| Decision-making and analysis | ||
| Making fair decisions | ||
| Making better decisions at work | ||
| Embracing a rapid-decision-making process | ||
| When to use team decision-making | ||
| Making tough decisions | ||
| Phase 5 | Influencing Others | Building influence |
| Measuring influencer marketing | ||
| Using influence | ||
| Influence and lead others | ||
| How to use influence to get what you need | ||
| Accelerate your influence | ||
| Understanding how influence works | ||
| Creating your influence plan | ||
| Ways companies can influence employee engagement | ||
| Ways you can influence employee commitment | ||
| Factors that influence employer brands | ||
| The influence of touchpoints | ||
| Introduction: Influencing others |
Competency: Collaboration
| Level | Courses | Videos |
| Phase 1 | Collaboration Principles and Process | The fundamentals of collaboration |
| Business Collaboration in the Modern Workplace | Cross-departmental collaboration | |
| Collaborative Design: Process and Efficiency | Collaboration culture | |
| Collaborative Design: Managing a Team | Collaboration and adaptive teams | |
| Collaboration and team innovation | ||
| Steps to establishing collaboration | ||
| Distributed team collaboration | ||
| Conflict Resolution Foundations | ||
| Managing Team Conflict | ||
| Improving Your Conflict Competence | ||
| Fred Kofman on Managing Conflict | ||
| Resolving conflict | ||
| Challenge, conflict, resolution | ||
| How to be both assertive and cooperative in team conflict | ||
| Conflicting ideas | ||
| Bullying versus conflict and tough bosses | ||
| Dealing with team conflict | ||
| Conflict management | ||
| Managing conflict | ||
| Manage conflict | ||
| How to effectively manage conflict | ||
| Solving team conflicts | ||
| Phase 2 | Building Business Relationships | Network strategically |
| Building Professional Relationships | Build up your network | |
| Leading through Relationships | Understanding relationships | |
| Connecting with Executives | Grow lasting relationships | |
| Professional Networking | Networking | |
| Project Management Foundations: Stakeholders | Building a professional network | |
| Collaboration Principles and Process | Build relationships with your peers | |
| Business Collaboration in the Modern Workplace | Begin building productive relationships | |
| Working on a Cross-Functional Team | How to build productive relationships with your team | |
| Collaborative Design: Process and Efficiency | Building Relationships at Work | |
| Collaborative Design: Managing a Team | Discipline an employee | |
| Collaborative Design: Vision and Strategy | Employee discipline | |
| Document discipline | ||
| The four disciplines | ||
| A culture of self-discipline | ||
| UX and other disciplines | ||
| Choose praise over discipline | ||
| How to manage stakeholders | ||
| Stakeholder management | ||
| Managing executive stakeholders | ||
| Identifying and managing stakeholders | ||
| Stakeholder engagement | ||
| Challenge: Stakeholder conflict | ||
| Conducting our stakeholder analysis | ||
| Mapping stakeholders' power and interest | ||
| Collaboration with other departments | ||
| Assessing collaboration | ||
| Making collaboration a habit | ||
| Collaboration and self-organized teams | ||
| Why collaborate? | ||
| Building trust for collaboration | ||
| Cross-departmental collaboration | ||
| Collaboration checklist | ||
| Collaborate appropriately | ||
| The need for collaboration | ||
| Finding efficiency in collaboration | ||
| Phase 3 | Time Management for Managers | Managing up |
| Negotiation Skills | Overview of managing up | |
| Negotiation Foundations | The importance of managing up | |
| Sales Negotiation | Managing up when you don't click | |
| Negotiating Your Salary | Managing up and managing down | |
| Negotiating Your Leadership Success | Definition of managing up | |
| Advanced Business Development: Communication and Negotiation | The three core negotiation practices | |
| Strategic Negotiation | The wrong and right way to negotiate | |
| Collaborative Design: Process and Efficiency | Effectively negotiate | |
| Business Collaboration in the Modern Workplace | Negotiate with purpose | |
| Collaborative Design: Managing a Team | Improving Your Negotiating Skills | |
| Collaboration Principles and Process | The fundamentals of collaboration | |
| Building Business Relationships | Steps to establishing collaboration | |
| Building Professional Relationships | Collaboration and adaptive teams | |
| Leading through Relationships | Finding efficiency in collaboration | |
| Connecting with Executives | Keeping collaboration in its place | |
| Professional Networking | Collaboration culture | |
| Working on a Cross-Functional Team | Build relationships with your peers | |
| Managing a Cross-Functional Team | Begin building productive relationships | |
| Developing Cross-Cultural Intelligence | How to build productive relationships with your team | |
| Strategic Thinking | Building Relationships at Work | |
| Making connections | ||
| Connecting with others | ||
| Seven ways to increase self-discipline | ||
| Discipline an employee | ||
| Employee discipline | ||
| Document discipline | ||
| The four disciplines | ||
| A culture of self-discipline | ||
| UX and other disciplines | ||
| Choose praise over discipline | ||
| Why have a cross-functional team? | ||
| When does a cross-functional team fit? | ||
| What is a cross-functional team? | ||
| Managing performance evaluations | ||
| Cross-functional teams | ||
| Designing with cross-functional teams | ||
| Embrace the mindset of strategic thinking | ||
| Ideal teammates think strategically | ||
| Think strategically | ||
| Increasing strategic thinking | ||
| Make time for strategic thinking | ||
| Phase 4/5 | Building Business Relationships | Network strategically |
| Building Professional Relationships | Build up your network | |
| Leading through Relationships | Understanding relationships | |
| Connecting with Executives | Grow lasting relationships | |
| Professional Networking | Networking | |
| Negotiation Skills | Building a professional network | |
| Negotiation Foundations | Build relationships with your peers | |
| Collaboration Principles and Process | Begin building productive relationships | |
| Business Collaboration in the Modern Workplace | How to build productive relationships with your team | |
| Working on a Cross-Functional Team | Building Relationships at Work | |
| Collaborative Design: Process and Efficiency | Making connections | |
| Collaborative Design: Managing a Team | Connecting with others | |
| Collaborative Design: Vision and Strategy | Build meaningful connections | |
| Building relationships | ||
| Negotiating techniques | ||
| Negotiation hacks | ||
| Three Steps to Successful Negotiation | ||
| Negotiating | ||
| What to avoid in a negotiation conversation | ||
| Negotiation tips | ||
| The three core negotiation practices | ||
| Procurement negotiation | ||
| Negotiate with purpose | ||
| When to negotiate and when not to | ||
| Developing a negotiation mindset | ||
| Negotiating in action | ||
| Negotiation planning | ||
| Negotiate major contract points | ||
| Prepare scripts to guide negotiations | ||
| Assessing collaboration | ||
| Making collaboration a habit | ||
| Collaboration and self-organized teams | ||
| Why collaborate? | ||
| Building trust for collaboration | ||
| Cross-departmental collaboration | ||
| Collaboration checklist | ||
| Collaborate appropriately | ||
| The need for collaboration |
Competency: Equality and diversity
| Level | Courses | Videos |
| Phase 1 | Diversity, Inclusion, and Belonging | Demonstrate respect to teammates |
| Diversity and Inclusion in a Global Enterprise | Earning respect | |
| Inclusive Leadership | How to show respect | |
| Managing Diversity | How to gain the respect of your colleagues | |
| Skills for Inclusive Conversations | Showing respect: Displaying high regard for yourself, others, and the resources you control | |
| Diversity: The Best Resource for Achieving Business Goals | Use responsible language | |
| Cultivating Cultural Competence and Inclusion | Respecting work time | |
| Becoming a Male Ally at Work | Top tips for self-awareness success | |
| Managing a Diverse Team | Impression, impact, and self-awareness | |
| Developing self-awareness | ||
| Using branding and self-awareness to enhance your culture | ||
| Being self-aware | ||
| Seek feedback to boost self-awareness | ||
| Increase self-awareness | ||
| What is inclusion? | ||
| Hire for diversity and inclusion | ||
| Inclusion isn't diversity | ||
| Example of a diversity strategy | ||
| An introduction to diversity | ||
| The importance of diversity | ||
| Diversity is beneficial | ||
| Create a culture of thought diversity | ||
| Status and equality | ||
| How to manage and support diversity | ||
| Diversity and inclusion | ||
| Designing for diversity | ||
| Define diversity and inclusion terminology | ||
| Leveraging generational differences in the workplace | ||
| Embed diversity and inclusion into the business strategy and culture | ||
| Source for diversity | ||
| Phase 2 | Diversity, Inclusion, and Belonging | Appreciating diversity |
| Diversity and Inclusion in a Global Enterprise | What is diversity and inclusion? | |
| Inclusive Leadership | Diversity and inclusion | |
| Managing Diversity | What is inclusion? | |
| Skills for Inclusive Conversations | Hire for diversity and inclusion | |
| Diversity: The Best Resource for Achieving Business Goals | Inclusion isn't diversity | |
| Cultivating Cultural Competence and Inclusion | Define diversity and inclusion terminology | |
| Example of a diversity strategy | ||
| An introduction to diversity | ||
| The importance of diversity | ||
| Diversity is beneficial | ||
| Create a culture of thought diversity | ||
| Eliminate the barriers of diversity | ||
| Nurturing diversity of thought | ||
| Diversity and Inclusion: Strategy | ||
| Phase 3 | Managing Diversity | Appreciating diversity |
| Being Positive at Work | An introduction to diversity | |
| Managing Stress for Positive Change | Eliminate the barriers of diversity | |
| Creating a Positive and Healthy Work Environment | How diversity is important to organizations | |
| Designing for diversity | ||
| How to manage and support diversity | ||
| Practice positive thinking | ||
| Practice positivity | ||
| Project delivery methods | ||
| Alternative project delivery methods | ||
| Connect strategy with delivery | ||
| Managing product delivery | ||
| Deliver a final project | ||
| Phase 4/5 | Set a positive example | |
| Learn how mentors can help | ||
| Get help holding yourself accountable | ||
| Help the facilitator | ||
| Helping your organization develop EQ | ||
| Helping teams change | ||
| How professional networking helps your business | ||
| Helping others resolve conflict | ||
| Policy development | ||
| Creating policy | ||
| Policies and procedures | ||
| Policing and policy | ||
| Employment and policy | ||
| Education and policy | ||
| Monetary policy |