3 Secrets to Building Virtual High-Performing Teams
As Covid-19 forces us to work from home, the importance of building and maintaining effective virtual teams is more important than ever.
CLA partners with executive teams, HR leaders, and business unit heads to develop stronger leaders, align people systems to strategy, and build organizations that can execute at scale.
To Drive Execution at Scale
Building a strong leadership bench requires understanding who has the potential to take on more, what development they need to get there, and how to build the organizational capability to grow leaders systematically. We assess leadership potential with precision and build the development programs that prepare leaders for what comes next.
Strong leaders do not always operate at their full potential. Competing demands, the complexity of senior roles, and long-standing behavioral patterns can limit even the most capable executives. We work with leaders to develop the specific capabilities, decision-making habits, and interpersonal effectiveness that translate individual potential into measurable business impact.
Enterprise decisions about leadership and organizational effectiveness involve multiple stakeholders with different priorities. We tailor our work to the specific pressures each leader faces.
You connect enterprise strategy to people strategy, and every leadership investment gets measured against business results. We bring the behavioral science expertise and operating experience to help you build people programs that move the business.
You own the systems and programs that develop leaders, and you need them to serve where the business is going. We align talent and development strategy to business goals and build leadership capability for what the business needs now and next.
You are accountable for enterprise performance, and success depends on whether your senior leaders can deliver against the plan. We provide an objective read on your top team and on the leadership behaviors your strategy requires.
You own a number and a scope, and your results depend on how well your leadership team executes against them. We work at the pace of your business to align the team and get decisions unstuck.
Organizational structure, decision rights, and operating model design, built to execute at the speed and scale the business requires.
Learn MorePerformance management, compensation design, and talent development programs that drive the behaviors your strategy requires.
Learn MoreCulture diagnosis, alignment, and transformation for organizations navigating strategic change, mergers, or performance challenges.
Learn MoreCommon questions about our leadership consulting work for Fortune 500 companies and health systems.
Internal teams know the organization better than any outside firm will. What they often lack is objectivity at senior levels and specialized behavioral science expertise applied to executive decisions. CLA brings independent assessment, external benchmarks, and methodology built for the top of the organization. We work alongside internal teams rather than replacing them, and most engagements are designed to leave capability behind.
It depends on the decision you are trying to make. A single executive assessment can be completed in five to seven business days. Leadership development programs typically run six to twelve months. Organization design work generally spans three to six months from diagnosis through implementation planning. We scope each engagement around your timeline rather than a standard package.
Yes. Most large organizations have already invested in 360 instruments, competency models, and talent review processes. Where those are sound, we build on them. Where they are producing unreliable signal at senior levels, we say so and recommend what to change. We are not tied to selling a single proprietary instrument.
We define success measures with you before the work starts, tied to business outcomes rather than participant satisfaction. Depending on the engagement that can mean promotion and retention rates for assessed leaders, behavior change verified through follow-up feedback, decision cycle time, or progress against the strategic milestones the work was meant to unlock.
Most often the CHRO or a head of talent management, frequently with a CEO or business unit leader as executive sponsor when the work is tied to a specific strategic change. We are used to engagements where the sponsor and the day-to-day owner are different people, and we manage both relationships deliberately.
Two things. We treat leadership as a system rather than a set of individual traits, so we look at how leaders operate within teams and structures rather than assessing them in isolation. And our teams are senior by design. The people who scope your work are the people who do it.
Perspectives on building leadership capability, designing effective organizations, and sustaining high performance in complex, fast-moving environments.
As Covid-19 forces us to work from home, the importance of building and maintaining effective virtual teams is more important than ever.
International Women’s Day made us think deeply about our fervor for empowering women leaders.