Categories
Leadership Development

Virtual Leadership Development: Preventing the Webinar from Hell

Associations are increasingly using virtual classrooms and webinars to develop volunteer leaders as a means for reducing costs and expanding access to geographically diverse memberships. Having designed and facilitated such programs for nearly a decade, I find that no matter how experienced we are in producing online webinars, stuff happens. Technical glitches can quickly negate all the time and energy we invest in creating the perfect learning environment. In this blog post, I share my recent experiences and lessons learned (and relearned) while producing the webinar from hell.

The challenging webinar was a 90-minute session delivered via Adobe Meeting I produced for a long-time client, a large professional association offering a formal leadership development program for its members. There were two leaders from the client organization as guest speakers based in the Metro DC area. I produced the webinar from my home office in Palm Springs, California.

Twenty minutes into the webinar, the network status indicator in the Adobe session turned red indicating I lost my internet connection. I immediately went into triage mode to assess what was happening and how to fix it. Ultimately, I discovered there was a widespread outage in my geographic area. Fortunately, I had an iPhone with an Internet hotspot, enabling me to sustain an audio connection so that the speakers were able to continue and eventually conclude the session.

What can you do to prevent potentially painful experiences when delivering webinars for your association’s leadership development program?

Establish backup internet access

Fortunately, I purchase Sprint cell phone service that included a hot spot to access the internet. Adobe Meeting requires that the webinar host maintain a live audio connection or the session ends automatically.

Sprint service does not allow access to the internet on a cell phone hotspot while also using the voice service. As a result, I was unable to manage the online Adobe meeting classroom and concurrently have audio access. Ultimately, I chose to use my cell phone to remain connected to the audio which allowed the guest speakers to continue their presentation.

Provide copies of handouts

Without an ability to manage the Adobe classroom experience, the session presenters were unable to advance the program slides. Because participants had access to the webinar handout before the session began, the speakers were able to refer to the detailed webinar guide as a backup.

Maintain access to customer service

During the webinar from hell, I was using my cell phone to keep the classroom live and therefore had no way to contact my internet service provider to find out the extent of the local outage. At one point, I used the cell phone feature to add a call to contact my local cable provider and determine whether the disruption was widespread. Unfortunately, when I ended the call to the cable provider, it also disconnected me from the Adobe Meeting classroom. I had to quickly scramble to dial back in lest the session end prematurely.

By having a second backup internet hotspot, I could have easily contacted my local cable provider through an online chat feature instead of calling. This would have prevented a potential disaster in abruptly ending the webinar session.

Build client capabilities 

One factor that made a huge difference in completing the webinar despite major technical setbacks was an educated client. Two presenters from my client organization seamlessly continued the webinar when it became apparent that technical issues prevented the classroom from functioning. Both individuals had experience presenting via webinar and understood the need to be flexible and creative when faced with technology snafus.

Use two facilitators 

Typically when I facilitate webinars, I have a co-presenter for the session. If we have issues, one of us can troubleshoot while the other can maintain interactions with participants in the virtual classroom. In the case of this webinar, I was flying solo and had to juggle multiple roles.

Virtual learning platforms, such as Adobe Meeting, offer significant advantages to associations that are interested in developing future leaders among geographically disperse members. In most cases, the technology works flawlessly. However, the rare instances of major technical glitches can have a negative impact on the quality of these programs. The likelihood of a webinar from hell can be diminished by anticipating the worst and having contingency plans in place.

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Dr. Kevin Nourse has more than 25 years of experience developing transformational change leaders in healthcare and other sectors. He is the founder of Nourse Leadership Strategies, a coaching and leadership development firm based in Southern California. For more information, contact Kevin at 310.715.8315 or kevin@nourseleadership.com

(c) 2020 Kevin Nourse

Categories
Leadership Leadership Success

The Importance of Context and Structure for Leader Success

As an executive coach, I am often invited into organizations to help peak performing leaders get ready for a promotion to transition into a new role. Performance is the result of a leader’s ability as well as the presence of contextual factors that support peak performance. While coaching can help accelerate skill development, learning, and development, it is not very efficient in addressing inadequacies in these contextual factors. Even when there are clear developmental needs among leaders for which coaching can help address, these factors will limit the success of a coaching effort.

What are some of these contextual and structural factors? Consider the case of Barbara, a new senior program manager in a healthcare organization. Her organization embraces a matrix design where she reports to both a clinical and a service line leader, as well as administrative manager responsible for staff management.

Barbara’s managers had widely differing views about the nature and focus of her role as well as outcomes. As a result, she struggled because of the mixed and conflicting messages she often received from each of her managers. Barbara was further disengaged when her two managers decided she needed an executive coach to help her improve her behavior and attitude. While Barbara was open to coaching and achieved some useful insights, it did little to address the lack of alignment between her bosses.

What are some of the structural and contextual factors that impact both executive success and the success of a coaching engagement?

Job Role Design and Success Outcomes

For executives to excel, they should have a well-designed description of their role with a manageable set of responsibilities and performance outcomes. Also, a surprising number of organizations I have worked with are ineffective in communicating to a newly promoted leader about how an executive should achieve the goals of their role – the core competencies and organizational values they should demonstrate in producing results. For example, I recall one leader who faced near derailment because her direct and command-oriented style was incompatible with the norms of her organization’s culture which was highly collaborative.

Clear Accountability

A lack of clear accountability and reporting for a leader can lead to role ambiguity, unnecessary conflict, and diminished career potential. Executives should understand to whom they are accountable. The case of Barbara noted above is an excellent example of consequences of unclear accountability.

Job Fit

Poor executive performance sometimes results from a bad fit with their job role. An executive may have a long list of talents and skills, but if their personality or motivations don’t match the job, coaching won’t make a difference. One typical scenario I see involves individual contributors who are not motivated to be leaders, especially in technical, scientific, and clinical fields. The sad reality is that some organizations continue to embrace the mistaken belief that a successful individual contributor is always an ideal leader. 

In one instance, a technical leader I coached had little interest in managing people but took the role because she did not feel as though she could say no to her boss. As a result, she often ignored performance issues among her direct reports since she was more interested in the technical responsibilities of her job. Moreover, my client did not see herself as a leader, making it exceedingly challenging to help her develop her leadership skills given her self-perception and career interests.

Support from Above

Support comes in many forms – feedback, autonomy, and incentives to perform. I am often surprised at how little quality feedback my leadership coaching clients receive from their managers – to the point that I often wonder whether I should be coaching the boss. Quality feedback is timely and behavioral, whether developmental or positive. It is particularly critical during and after a coaching engagement, where my clients experiment with new behavior and need feedback to reinforce their development.


Autonomy for a leader is also a crucial contextual factor promoting success in an executive. I’ve coached some leaders viewed by others as too passive because they were not proactive in driving change. In some cases, they had the necessary skills to step up but lacked confidence because they were unsure about how much autonomy they had to act.


Incentives to improve performance represent an essential form of support from a boss for an executive undergoing a coaching intervention. For example, incentives like financial and non-financial rewards, greater role autonomy, or recognition. This factor goes hand-in-hand with removing barriers that limit performance improvement. For example, a leader I coached received feedback that she needed to demonstrate greater gravitas or executive presence in meetings with senior leaders. However, her boss limited her access to the CEO and other senior leaders, diminishing the impact of the coaching engagement.

Executive performance is a by-product of a leader’s skills and motivations as well as contextual and structural elements. Executive coaching is an efficient way to accelerate a leader’s ability to perform in a current or future role assuming these elements are in place and functioning well.

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Dr. Kevin Nourse has more than 25 years of experience developing transformational change leaders in healthcare and other sectors. He is the founder of Nourse Leadership Strategies, a coaching and leadership development firm based in Southern California. For more information, contact Kevin at 310.715.8315 or kevin@nourseleadership.com

(c) 2020 Kevin Nourse