Monday, November 02
There's Room at the Table for Boots and Heels
Evidence shows that companies with a diverse senior leadership team outperform their competition. The multifamily industry has made progress regarding gender equality, but we still have work to do and for good reason. Among senior leadership, partners and ownership in multifamily there is a disproportionate number of men to women. Hear from both men and women leaders across the multifamily industry about their personal experiences advocating for diversity and inclusion. Gain helpful insights into how they prepared for senior leadership differently and identify what may be holding you back in your own career growth.
How to Crack the Code of Remote Employee Disengagement
We are living in unprecedented times. 'Work' as we know it has is changing. In order to thrive, organizations must re-invent themselves and embrace the new normal. As a former Fortune 500 business executive who has seen it all, Jill understands how organizations operate, and what they need to do to attract, retain, and engage employees - whether they sit under your nose or work remotely. Are remote workers uber productive? Yes, but they also tend to feel more disengaged and neglected. In a day and age when many people are ‘sheltering in place,’ the companies that will come out on top are the ones which create and execute a strategy to effectively manage remote workers.
Tuesday, November 03
The Culture Conundrum: Bridging the Gap Between Unity and Diversity
What remains true is that culture is crucial! The most successful teams have a great culture that cultivates, develops and inspires success. However, in a search for "unity," organizations often create teams that are composed of people who think, look, feel and sound alike. The conundrum is that diversity is important too. You need different people, perspectives, voices and ideas to sustain your success, but how do you bridge the two? Discover exactly how to create a united and diverse team culture, that unlocks and unleashes the power of both, with a step-by-step action plan to create high-performance teams.
Wednesday, November 04
Taking Care of Your True Assets, Your People
“The most valuable asset of a 21st-century institution will be its knowledgeable workers and their productivity,” says management guru Peter Drucker in 1999. If you believe that employees are your human capital, create a healthy work environment and provide them with the tools and support to do their jobs effectively. Instead of just focusing on the bottom-line, why not invest in the people responsible for the bottom-line? Reviewing how often your teams, both on-site and corporate, are under-utilized or under-developed, boils down to four strategic areas of change.
Make a Decision Already!
What to wear? What to eat? Which email to answer? Which email to forward to everyone in the office? For some, making a decision is easy, but for others it means the possibility of making a mistake. In the book, Thinking, Fast and Slow, Nobel Prize Winner, Daniel Kahneman explains how decision making is ruled by two mental systems – the fast brain & the slow brain. Understanding these two personalities in the brain will help you empower your teams to make decisions without you.
Thursday, November 05
Everything (Yes, Everything), Is Entirely Our Fault
In order to succeed on purpose, we must learn how to succeed with purpose. Purpose is driven from values and authenticity, acting as a guide to manage what we give power to and how this works with us or against us towards our goals. You are in the drivers seat and in complete control of your outcome, whether or not you like it. Get to know who you are and how to make choices through value identification to avoid circumstantial authenticity and get back into the drivers seat of your own success.
Friday, November 06
What the World's Best Bosses Know about Leading Teams
Shifting from a role without leadership responsibilities to one that has them can be challenging. Managing a team requires significantly different skills and habits than does being a member of a team. Research data shows that not all supervisors make the shift from “team member” to “boss” successfully. In fact, about half of people who voluntarily quit their jobs do so to get away from manager they don’t respect. What’s going on?
Most supervisors genuinely want to do a great job. Yet, there is a massive disconnect between managers and the associates they lead. In this session, we’ll examine what spectacular supervisors do differently to earn the respect, best efforts, enthusiasm, and loyalty of their team members.