Adaptive Leadership Strategies, Llc

Helping leaders and leadership team to make a difference.

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11710 Plaza America Drive Suite 2000
Reston VA 20190

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Fax +1 703 7236509
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Nature Head Office
Year established 2011
Describe your Company and attract Business opportunities (SIC87) Business Services, Not Elsewhere Classified (7389)
No employees (address) 0-9 Employees
No employees 0-9 Employees
Kompass ID? USN12155562
Kompass member for + 1 years
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Presentation - Adaptive Leadership Strategies, Llc

Adaptive Leadership Strategies, LLC, offers coaching and consulting solutions to help companies develop and grow top talent. Based in the Washington, DC area, our coaches work with clients to drive change and improve performance. Our strategic approach begins with working to strengthen alignment between organizational and individual, and/or team objectives. We partner with companies to help top talent better manage change and transition, and improve operating results through the strategic development of leaders and high potential employees. From the beginning of the employee lifecycle to the end, our coaches and strategic partners provide information to help companies select the right people for key positions and manage them to their full potential. Mobility and Relocation Coaching Few circumstances can bring about more change and transition than a relocation assignment. We offer coaching programs for transferees, their accompanying spouses and partners to help them better adapt to new responsibilities and locations, to achieve more successful relocation assignments.

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Brenda Harringt

Principal Executive/Proprietor (Founder)

Spoken languages  English

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Previous news
  • Aug 10 2020
    Other

    Defining the Scope of an International Assignment

    Date: 10 August 2020 4:00 AM

    One of the most fundamental mistakes that organizations make when arranging an international assignment is not clearly defining the scope and purpose of the assignment from the outset. Without this, success cannot be easily measured, and the intended purpose or outcome can be lost. In order to ensure that overseas assignments bring a good Return on Investment (ROI) and deliver the desired results, it is necessary to be specific about the assignment purpose and expected outcomes. 

    When determining the scope and purpose of an assignment, there are key areas to be considered:

    Intended assignment length. Is this a permanent or temporary relocation? Some organizations require employees to relocate on a permanent basis to fill a specific skills gap in an overseas location, while others need an employee to fulfill a time-limited gap or spearhead a project. It is important to take this into consideration, even if there is a chance that circumstances could change. 

    The business objective. What is the organization looking to gain from the assignment? There are numerous reasons why an overseas assignment may be required such as establishing a presence in a new geographic region or to expand knowledge and experience within the organization. The business objective should be well-defined along with well-defined Key Performance Indicators (KPIs) to ensure the assignment will yield the expected ROI and fulfill the intended business need. 

    The individual objectives for the employee. What is the intended outcome/goal for the assignee? Not only can individual objectives play a large role in attracting employees to undertake international assignments, but they also contribute significantly to employee retention both during and after the assignment. Relocation assignments are expensive. Ensuring successful completion of an assignment and retaining talent after an assignment is complete are both key factors in determining ROI. 

    Without clear definition assignments can fail to meet their desired objectives, resulting in long-term consequences for both the organization and the assignee. Yet with adequate planning and preparation,  international assignments can be of enormous value to both. There are numerous resources available to help organizations of all sizes plan successful global assignments and maximize their investment, particularly during these challenging times. Please contact us to schedule a call or virtual meeting to explore how we can assist with your global mobility program.

    In the US
    Call +1 703 723 6509
    or send a message to info@adaptiveleadershipstrategies.com

    In the UK
    Call +44 7711 734 015
    or send a message to david@mcconsulting.co.uk
     
  • Jul 27 2020
    New service

    Mobility 1.0

    Date: 27 July 2020 4:00 AM

    Global expansion can open tremendous opportunities for business growth, but it does not come without risk, especially when it involves employee relocation. When moving even a single employee to a new international location, it is important to get the best return on your investment, and to make sure employer and employee compliance requirements are addressed to avoid expensive fines, penalties and restrictions that can interfere with business success.

    Mobility 1.0 is designed to remove the guesswork from international relocation by providing straightforward solutions to address common mobility challenges. This has never been more pertinent than at this time, with continually changing regulations and restrictions that make ensuring that an international assignment can proceed an even bigger challenge, both in terms of their legality, but also in terms of the health and wellbeing of the assignee and any accompanying dependents. 

    Extend your reach! 
    Contact us today to learn about our rapid and efficient virtual mobility consultation process. 

    Please call +1 703 723 6509
    or send a message to info@adaptiveleadershipstrategies.com

    You can also find us in the UK - please call +44 7711 734 015
    or send a message to david@mcconsulting.co.uk
  • Jul 13 2020
    Other

    Global Communication in the ‘Next Normal’

    Date: 13 July 2020 4:00 AM

    One of the most notable changes that many employees have experienced as a result of the COVID-19 pandemic is an increase in virtual meetings with colleagues locally and across the globe. As restrictions on travel have prevented organizations from moving their workforce, either on long-term assignments or simply for business travel, employees are being required to communicate virtually more than ever.
     
    Virtual meetings present a number of new challenges. Whilst there has been a great deal of focus on the role of technology, with many having to quickly become familiar and comfortable with this being their sole means of communicating, virtual meetings can also present challenges with ensuring effective communication within teams, particularly when they are spread across multiple countries and cultures.
     
    With this in mind, here are three key considerations to keep front of mind in order to enhance cross-cultural communication as we navigate a world where virtual meetings have become the norm.
     
    1. Empathy. The COVID-19 pandemic has been experienced in vastly different ways across different countries and communities. As well as varying levels of disruption and social restrictions, cultural groups will react differently to the common experience of uncertainty and anxiety. Awareness of the differing experiences of others may enable greater empathy for the viewpoints and reactions of others and foster a greater understanding of this shared experience, with the potential of enhancing the quality of remote and virtual communication

    2. Context. Whereas previously colleagues may have gathered in one place for a face-to-face meeting, it is probable that many organizations have found their employees dispersed across the globe. This can present a number of logistical challenges for communication. For example, holding a virtual meeting with many international participants will involve multiple timezones, meaning that the timing may present more difficulty for some than others. The same can be said for different holidays and significant events that occur in different countries and cultures. By demonstrating awareness of the contextual factors, greater common understanding and sense of value will be fostered among participants.
     
    3. Non-verbal communication. In the context of virtual meetings, non-verbal communication can assist with conveying meaning and increasing a shared understanding. Gestures can aid colleagues from high-context cultures who rely more heavily on non-verbal communication to make their viewpoint heard or for their understanding of others. This can also be helpful for those whose ability to communicate may be impeded by a language barrier, a difficulty often heightened when not communicating in-person. Not relying solely on verbal communication conveys a commitment to inclusiveness and ensures that no one is left behind.
     
    Many organizations will be experiencing the challenges that can arise with global teams at an enhanced level during the current pandemic. Additional training to assist employees with identifying how they can work better in a cross-cultural setting can be of great benefit, especially as they settle into the ‘next normal’ of virtual working. There are many resources out there to assist organizations in better equipping their employees with the skills they need to be successful. For more information on the training we can provide please contact us using the details below.
     
    Call +1 703 723 6509
    or send a message to info@adaptiveleadershipstrategies.com

    Post authored by Liane Cheyne
  • Jun 15 2020
    Other

    Employee Mobility in an Uncertain Time

    Date: 15 June 2020 4:00 AM

    The ability to have a globally mobile workforce and relocate employees internationally is one of many areas COVID-19 has had an impact on businesses around the world, with new assignments either canceled or indefinitely put on hold. As countries move into new phases of their response to the pandemic, organizations will now need to consider the next steps for international assignments and how best to proceed in the weeks and months ahead. Whilst new international assignments will still be necessary,  safety and practicality will be top of mind with a host of new factors to take into account.
     
    1.  Variations between different locations. As has been seen throughout the pandemic, countries have responded in different ways and at different times. This can also be extended to policies on immigration and travel, with many countries beginning to reopen borders. While an initial response might be to place all international assignments on hold, the opportunity exists to consider cases individually to mitigate business disruption. Concurrently, organizations will need to account for the potential for changes, should an assignee be impacted by the reinstatement of restrictions previously lifted in his/her host country. Having a comprehensive communication plan to address the “what if’s” is vital, helping both employers and assignees proceed with caution as we ease into the next normal.

    2.  Additional practical and logistical challenges. Where overseas assignments proceed there may be a range of additional difficulties during the moving process. These could include delays in visas being approved, quarantine periods on arrival, and new and unfamiliar social restrictions both in and out of the workplace. It will be important for organizations to be mindful of the potential impact on assignees under such circumstances. Examples include greater restrictions on freedoms in accordance with local guidance and possible difficulties with integrating into the host environment. Thought should be given to adjusting onboarding processes and increasing communication with assignees to provide the support needed for the assignment to be successful for the organization and the assignee.
     
    3.  Legal requirements. As requirements for legal compliance become more fluid, organizations may be faced with unanticipated delays and the need for additional documentation. For existing assignees, addressing issues associated with visa renewals and related gaps in employment authorization can take extra time. New assignees may be impacted by requirements to provide travel history and health records/screenings. By taking a proactive stance, anticipating the possibility of needing to comply with additional requirements, organizations can experience less disruption and instill greater confidence in the assignees being asked to relocate.
     
    Each of these should be reviewed in conjunction with the organization’s approach to duty of care and decisions made accordingly about whether or not to proceed with an overseas assignment. Whilst the situation remains uncertain and challenging, there are a range of resources available to help implement a successful global mobility program.  Whether your organization is looking to relocate an employee for the first time, or restart global relocation activity, we can help.
     
    Please contact us to schedule a call or virtual meeting to explore options that will enable you and your employees to achieve your global mobility goals!
     
    In the US
    Call +1 703 723 6509
    or send a message to  info@adaptiveleadershipstrategies.com

    In the UK
    Call +44 7711 734 015
    or send a message to  david@mcconsulting.co.uk
     
    Post authored by Liane Cheyne
  • Jun 1 2020
    Other

    Mobility 1.0: Duty of Care

    Date: 01 June 2020 4:00 AM

    Duty of Care has been redefined in the face of COVID-19, with ‘business as usual’ no longer an option for many organizations. Brenda Harrington and David Schofield discuss the implications for International Assignments and how organizations can respond to this new challenge:  https://www.youtube.com/watch?v=BUJsOvLYSqQ&t=4s

    If you are interested in reading the full research report from The RES Forum please email  info@adaptiveleadershipstrategies.com​
  • May 25 2020
    Other

    Effective Communicating in the Midst of a Crisis

    Date: 25 May 2020 4:00 AM

    When an unforeseen event or situation occurs, people can experience a range of emotions; confusion, fear, and frustration being just a few of those. This can happen to anyone, in any walk of life. These emotions can be compounded when someone is in an already unfamiliar or alien environment, away from their usual support networks and systems that we all rely upon in times of uncertainty. This is certainly the case for international assignees who may find themselves in an array of situations that lead them to lean on their organization for advice and support. In such instances, it is important not to underestimate the importance of timely, clear, and regular communication, not only to advise and assist but to reassure assignees at a time of heightened anxiety.
     
    During the ongoing COVID-19 health pandemic we have seen a variety of responses in different countries based on the degree to which they are affected, as well as different local norms, infrastructure, and constitutional arrangements. It is important, therefore, that employees assigned to roles outside their home country are given clear guidance on how to respond in terms of following local guidance, but also in understanding the organization’s expectations and protections regarding risk to the wellbeing and safety of overseas assignees. With this in mind, there are three key aspects of communication that organizations with overseas assignees should be mindful of.
     
    Communicate your plans. Most organizations will have some well-documented emergency plans, but how effective are these without good communication? It is important to make sure that key players at all levels are aware and have access to the policies and plans they need to effectively manage situations as they arise. It is also important that assignees are aware of the support that will be available to them, and who to approach for support, before undertaking and international assignment.
     
    It is better to say something, than nothing at all. As an international assignee perhaps the worst scenario is to feel forgotten or abandoned by your organization at a time when you expect them to step in and help. When extraordinary and unforeseen events occur, it will naturally take a little time for any organization to put into practice any necessary measures or procedures, and often no communication is made until the time which everything has been figured out. However, it is important to communicate in a timely fashion. Not only does it demonstrate that the organization is taking action, it also provides reassurance to employees. Being transparent and acknowledging that you don’t have all the answers right now is preferable to radio silence, and helps to instill a level of trust between assignees and their employer.
     
    Be effective, be consistent. Ineffective communication is almost as bad as none at all. Ensure that you are reaching everyone by utilizing multiple communication channels, formal and informal. Email lists, for example, can quickly become outdated, but if you use social media too, you might catch anyone who falls through the net. Effective communication is also two-way - it is important also that assignees are able to easily make contact with their organization with questions or concerns. Without this, organizations cannot effectively address the issues that require their attention.
     
    Has the global health pandemic had an impact on how you communicate information to your employees, either at home or overseas? Going forward, these challenging circumstances will provide a benchmark for organizations to assess their performance and refine their emergency communications strategy and plans to support overseas assignees. Whether you are looking to expand or improve how you manage international assignments, we can help. Please contact us to schedule a call or virtual meeting to explore the potential options available to you.
     
    In the US
    Call +1 703 723 6509
    or send a message to  info@adaptiveleadershipstrategies.com

    In the UK
    Call +44 7711 734 015
    or send a message to  david@mcconsulting.co.uk
     
    Post authored by Liane Cheyne
  • May 18 2020
    Other

    International Assignments and COVID-19

    Date: 18 May 2020 4:00 AM

    For many years international assignments have overwhelmingly been viewed with positivity, both from a business and personal perspective. But the current pandemic is challenging many of our natural assumptions about the need for organizations to have a presence, or to be represented in global locations. Businesses around the world are adapting to remote working and learning to overcome challenges brought about by the unprecedented circumstances we face.

    Many organizations are demonstrating high levels of resilience as they find creative ways to continue conducting business in the midst of extreme uncertainty. But we must continue to be mindful of the irreplaceable value international assignments provide as a means of accomplishing strategic business and career objectives. Achieving the best outcomes requires having the best people in the right places.
     
    Top of mind for employees and employers alike are questions around Duty of Care. What will we need to be safe? What will it take for employees and their families to feel safe? An April 2020 Global Pulse Survey conducted by PwC provided insight into how some companies are managing global mobility programs in the midst of COVID-19. Below is a snapshot of steps being taken by respondents from more than 38 countries: 
     
    Reporting in from home. About 50% of respondents are allowing people to begin working on new assignment responsibilities from their home country.
     
    Monitoring local policy. Companies are closely monitoring regulatory changes to keep current on modifications to home/host location policies.

    Communication and planning. There is a hyper focus on communication with expatriate employees and families to make sure everyone is kept well informed.

    Know who is where. Staying on top of where mobile employees are is critical! It is also important to have clear contact protocols in place to be able to facilitate fast notification in the event of an emergency or changing circumstances.
     
    While much of this may seem a bit daunting at first glance, the good news is that there are plenty of resources available to help organizations of all sizes begin or continue with strategic global mobility implementation. Please contact us to schedule a call or virtual meeting to explore your interest in initiating a global mobility program and potential options available.
     
    Call +1 703 723 6509
    or send a message to  info@adaptiveleadershipstrategies.com

    You can also find us in the UK - please call +44 7711 734 015
    or send a message to david@mcconsulting.co.uk
     
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Other classifications (for some countries)

SIC (US 1987) : Business Services, Not Elsewhere Classified (7389)

NAICS (US 2012) : All Other Business Support Services (561499)

NAICS (US 2012) : Other Management Consulting Services (541618)

SIC (US 1987) : Business Consulting Services, Not Elsewhere Classified (8748)