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Running the i4 Neuroleader Program for Executives Virtually

April 08, 2021 Silvia Damiano

From the moment the COVID-19 pandemics hit each and everyone of us, I doubted that anyone would continue to do things in the same way. This virus has definitely changed us forever, creating new insights into how we can work and live our lives.

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After the initial shock, many started to realise that they could do that they did not imagine they could do before, such as attending a leadership program from start to finish in a fully virtual environment. Some people may have experienced this well before this period but for others, being coached online, attending webinars, receiving feedback and having video chats was pretty new, particularly for some companies.

When Hicham Kabaj, Managing Director for JESA, in Casablanca, Morocco, contacted me in early 2020 about doing a leadership program for his team, I was ecstatic. Delving deep into the minds of a group of executives across the world, who were asked to work from home with heavy restrictions by their government, was a new experience for me. They had to lead big teams, inspire them despite the conditions while trying to maintain the balance between work and family responsibilities. This was not a simple scenario. 

I had met Hicham in Sydney the year before during a Leadership Program that I conducted for the “John Grill Centre for Project Leadership’, part of the University of Sydney. We had a few conversations during the program and I admired his inquisitiveness about how he could become a better leader and take this knowledge back to his colleagues. We never thought we would be working together again, this time with the purpose of developing his executive team. 

Hicham’s main priorities were for everyone to understand that they needed to go through these challenges together and that it was fine to feel the disconnection and the isolation. They also had to support their teams and continue to grow the company in a very complex environment. 

He was adamant about the importance of knowing ‘self’ through seeking feedback from various stakeholders. We used the i4 Neuroleader Assessment which provided participants with feedback from several stakeholder groups, including family and friends. Every member of the team found this feedback an eye-opener, as they were able to compare how they were dealing with the people in their lives and what groups they needed to improve their relationship with.

From the competencies of Performance, Collaboration, Innovation and Agility that make up the i4 Neuroleader Model, Hicham found that Agility was of extreme importance during the Pandemic lockdown. Not getting stuck in one way of looking at the world and becoming more flexible were key conversation points throughout the sessions we had. 

Collaboration, and in particular communicating openly with each other, their teams and families also took prevalence. They had to learn the importance of expressing their needs and showing vulnerability in order to survive these conditions and continue to achieve.

In an interview I conducted with Hicham after the program, he highlighted the importance of investing in ourselves and in our people. Anxiety, isolation and frustration were better understood and discussed from a completely new angle.

At the same time, more time at home meant time to reflect and gain a new understanding of how sometimes they would behave reactively and consequently less thoughtful and considerate towards others.

From this experience, I would like to share (with Hicham’s permission) these key learnings:

  • Understanding that as people and leaders, we need to work on ourselves, take the time to do it and have the right tools and the right attitude
  • As leaders, they needed to inspire and communicate effectively with their teams. They realised this work never ends.
  • They also found out that as an executive team, they could not afford to work in silos, they needed to listen to each other better and be curious about each other’s challenges and personalities so they could get along better. 

In summary, through this experience, I learnt the in’s and out’s of running the i4 Neuroleader Program for Executives in a full online mode and how to best leverage from all the resources that are available to certified i4 Practitioners and their clients.

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Silvia Damiano

Silvia Damiano

Scientist, educator, author, speaker, coach, award-winning leadership specialist and filmmaker. Silvia is the Founder & CEO of the About my Brain Institute, creator of the i4 Neuroleader Model & Methodology, author of ‘Leadership is Upside Down’ and director of the 2018 documentary ‘Make Me A Leader’.

Silvia is passionate about leaving a legacy of well-rounded leaders who can act and decide in a way that better serves humanity. Her clients include Microsoft, Australian Stock Exchange, NSW Government, VISA, Fuji Xerox and Manpower amongst many other global companies.

Learn more:
www.aboutmybrain.com/silviadamiano

Topics: Case Studies
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