Keep the learning alive.
Leadership development does not stop when the in-person experience ends. These live virtual programs bring participants back together throughout the year to discuss, apply, challenge, and strengthen what they are learning inside their practices.
One hour. One focused topic. Real leadership application.
Each month focuses on a specific leadership challenge and creates space for guided discussion, reflection, and application. Participants return to their practices with one clear action they can put to work immediately.
When My Strengths Become My Blind Spots
The very qualities that make us effective can become the behaviors that limit our leadership when they are overused.
This implementation session returns to the DiSC, Working Genius, and self-awareness work introduced at the symposium and asks participants to examine what happens when they are stressed, frustrated, rushed, challenged, or working with someone who approaches things very differently.
The goal is not simply to know our strengths. It is to recognize when those strengths begin working against us.
Participants will be able to:
- Identify personal leadership triggers and common stress responses.
- Recognize when a natural strength has become an overused strength.
- Examine how DiSC and Working Genius tendencies may appear differently under pressure.
- Develop strategies for interrupting ineffective leadership patterns before reacting.
I will be able to recognize one personal trigger sooner and intentionally choose a different response before my natural tendency becomes a leadership liability.
Observation Into Application
This guided implementation session builds on the in-person experience by examining real conversations participants have encountered since the symposium.
Participants will evaluate where they have begun noticing communication opportunities differently, how greater curiosity has influenced patient and team conversations, and where changing the way they listen has changed the outcome.
Participants will be able to:
- Apply observation and intentional listening skills to real patient and team conversations.
- Identify communication opportunities that may previously have been missed.
- Evaluate how changing the approach to a conversation can change the outcome.
- Connect improved communication to measurable practice results.
I will choose one recurring patient or team conversation and intentionally approach it with greater curiosity, observation, and listening.
Letting Go Without Losing Control
One of the most difficult transitions into leadership is accepting that being the person who can do everything does not necessarily make you an effective leader.
Many leaders continue carrying their previous responsibilities while simultaneously trying to manage everyone else's work. The result is an exhausted leader and a team that never fully develops ownership.
This practical session helps leaders delegate more effectively, develop capability in others, and follow up without micromanaging or rescuing.
Participants will be able to:
- Distinguish between assigning a task and transferring meaningful ownership.
- Identify responsibilities that should remain with the leader versus those that should be delegated.
- Use coaching and follow-up without taking responsibility back.
- Recognize when leadership behavior is unintentionally creating team dependence.
I will identify one responsibility I should no longer own and begin transferring it to someone else with clearer expectations, appropriate support, and follow-up.
Culture Is What You Allow
Culture becomes real in the small behaviors leaders consistently reinforce—or fail to address.
This session takes Vision, Values, and the Ideal Team Player beyond theory and helps participants examine whether the everyday experience inside their practice actually reflects the culture they say they want to create.
Participants will look more closely at how leaders shape culture through what they model, celebrate, correct, and tolerate.
Participants will be able to:
- Evaluate whether everyday team behaviors align with stated practice values.
- Translate core values into clear behavioral expectations.
- Apply Humble, Hungry, and Smart as a practical lens for team development.
- Recognize how leadership tolerance influences what eventually becomes normal.
I will choose one practice value and identify one behavior to reinforce and one contradictory behavior that needs to be addressed.
Creating a Culture of Understanding
The next level of communication is moving from an individual skill to a team standard.
This deeper leadership application session focuses on how leaders create environments where patients and team members feel heard, understood, and valued—and how leaders can coach others to use curiosity, observation, and intentional communication throughout the patient and team experience.
Participants will be able to:
- Create greater consistency in how the team listens and responds to patients and one another.
- Coach team members to ask better questions rather than make assumptions.
- Strengthen team communication by creating an environment where people feel heard and understood.
- Connect a culture of intentional communication to stronger patient relationships and practice outcomes.
I will coach one team member on a specific communication behavior that can improve either the patient experience or the way our team communicates.
Becoming the Leader This Team Needs
Effective leadership is not about treating everyone identically.
Different people need different levels of direction, support, coaching, autonomy, and challenge. Leadership maturity requires learning when to step in, when to step back, and how to adjust your approach without becoming inconsistent or lowering expectations.
This session begins the transition from Year 1's focus on understanding ourselves toward the next Leadership Perch level: Leading the Team.
Participants will be able to:
- Recognize when a team member needs direction, coaching, support, or autonomy.
- Identify situations in which they may be over-leading or under-leading someone.
- Adapt leadership behavior while maintaining clear and consistent expectations.
- Match leadership support more intentionally to an individual's current needs and capabilities.
I will identify one team member and intentionally adjust how I lead them based on what they need rather than how I naturally prefer to lead.
Becoming the Leader I Said I Wanted to Be
Year 1 ends by returning to the leadership identity participants began building at the symposium.
This time, the question is no longer simply:
Who do I want to be when I lead?
It becomes:
Am I actually becoming that leader?
Participants will look back at the values, leadership promise, behaviors, relationships, boundaries, and growth commitments they established throughout the year and assess what has changed, what remains difficult, and what they are ready to work on next.
Participants will be able to:
- Evaluate personal leadership growth across the first year of Leadership Perch.
- Compare their intended leadership identity with the behaviors they are demonstrating today.
- Identify leadership habits and behaviors to start, stop, and continue.
- Establish a personal development priority that prepares them for Year 2: Leading the Team.
I will leave Year 1 with one clear leadership behavior to strengthen and a personal development commitment that carries me into the next stage of my leadership journey.