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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

  • Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
  • Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
  • Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

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Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

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Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

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Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

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Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

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Predictive Evaluation

Designing Leadership Development That Addresses Remote Team Management

Remote work has changed what effective leadership looks like. Managers who once relied on office visibility, quick desk conversations and shared routines now need to build trust, clarity and accountability across screens, locations and schedules.

For Australian organisations, this often means leading teams spread across Sydney, Melbourne, Brisbane, Perth and regional areas. Time-zone differences, hybrid commuting patterns and variable home-working conditions can affect collaboration just as much as a manager’s technical knowledge.

A strong leadership development programme should therefore focus on the real work of distributed management. It must help leaders communicate clearly, support performance fairly, create connection and use evidence to link learning investment with business outcomes.

Define The Remote Leadership Challenge

The first step is to identify where remote management is creating friction. Common issues include unclear priorities, slow decisions, meeting overload, inconsistent feedback and reduced visibility of employee wellbeing. These problems may appear to be individual performance concerns when the underlying cause is an ineffective team operating model.

A diagnostic process should gather input from leaders, employees and business stakeholders. Surveys, interviews, observation of team routines and performance data can reveal whether the organisation needs stronger delegation, better digital collaboration or more consistent leadership expectations.

Leadership capability should also reflect the workforce’s circumstances. An employee working from home in outer Melbourne may have different pressures from a colleague travelling between client sites in Perth. The programme needs enough structure to create consistency without ignoring those practical differences.

Build Capabilities For Distributed Management

Remote team management depends on a practical set of behaviours. Leaders need to set measurable expectations, communicate decisions in writing, coach through video and messaging platforms, and recognise contribution without relying on physical presence.

Other core capabilities include psychological safety, inclusive meeting design, conflict resolution and workload management. Managers should learn how to distinguish low engagement from caring responsibilities, connectivity problems or unclear priorities rather than making assumptions based on delayed replies.

Capability pathways can be tailored to role and experience. A new manager may need foundational coaching and delegation skills, while an experienced executive may require development in leading across cultures, managing hybrid teams and maintaining alignment during organisational change.

Design Learning Around Real Work

Leadership development is more effective when it is connected to the situations managers face each week. Instead of relying on theory-heavy workshops, use realistic cases involving missed deadlines, distributed decision-making, difficult performance conversations and competing time zones.

A blended experience might combine short digital lessons, live practice sessions, peer discussion and manager-led workplace assignments. Learning can be adapted for different preferences and access needs through the use of video, written guides, scenarios and facilitated discussion, as shown in this guidance on different learning styles.

Learning bursts are particularly useful for busy managers. A ten-minute activity on writing clearer briefs can be followed by a practical assignment, feedback from a peer and a review with the manager’s leader. This creates a direct connection between development and daily leadership behaviour.

Establish Hybrid Team Operating Rhythms

Training should help leaders create team agreements that make remote work predictable. These agreements may cover response times, meeting attendance, documentation, escalation routes, availability windows and the appropriate use of email, chat or project platforms.

Australian teams often need to work across three or more time zones, especially when operations include Western Australia or New Zealand. Rotating meeting times, recording important sessions and using asynchronous updates can prevent the same employees from carrying the inconvenience of early or late meetings.

Leaders also need routines for connection and performance. Weekly priority reviews, fortnightly one-to-ones and regular development conversations create visibility without encouraging constant monitoring. The goal is dependable communication, not digital presenteeism.

Include Wellbeing, Fairness And Compliance

Remote leadership development should address psychosocial hazards, workload pressure and the boundaries between work and personal time. Australian employers have obligations under work health and safety laws, including duties related to psychological health. Training should help managers notice warning signs, respond appropriately and escalate concerns through established processes.

Fairness is another essential element. Employees should have comparable access to information, development, recognition and career opportunities whether they work in an office, at home or across client locations. Managers need practical methods for evaluating outcomes rather than rewarding visibility.

Employment conditions also matter. The Fair Work Act 2009 and relevant workplace policies can affect flexible work arrangements, working hours and employee consultation. Leadership programmes should encourage managers to partner with HR and follow organisational procedures rather than treating remote work as an informal personal arrangement.

Measure Adoption And Business Impact

Attendance and satisfaction scores provide limited evidence of leadership development success. A stronger evaluation approach tracks whether managers adopt specific practices and whether those practices improve team outcomes.

Measures may include the quality and timeliness of goal setting, frequency of useful one-to-ones, employee clarity scores, voluntary turnover, internal mobility and delivery performance. Predictive Evaluation can help estimate likely adoption and business impact before a programme is fully scaled, allowing sponsors to adjust design and investment decisions.

Evidence should be segmented by team, location, tenure and work arrangement. This can reveal whether an intervention is helping regional employees as effectively as metropolitan staff, or whether a particular leadership cohort needs further support.

Select The Right Development Format

The best format depends on the capability gap, audience and operational environment. A large enterprise may need a consistent core curriculum with local examples, while a smaller Australian business may benefit from a focused series of facilitated practice sessions and coaching.

Organisations can draw on established corporate learning experience when choosing partners; reviewing companies Dave has worked for can provide useful context about the breadth of environments involved.

Development approach Best suited to Strength Watch-out
Virtual workshops Shared leadership behaviours Immediate practice and discussion Can become passive without follow-up
Learning bursts Specific management habits Easy to apply between meetings Requires a coherent sequence
Peer learning groups Complex, recurring challenges Builds support and accountability Needs skilled facilitation
Executive coaching Senior or high-risk roles Highly tailored behaviour change Less scalable
Workplace projects Business-critical capability Connects learning to measurable results Needs sponsor involvement

Turn Priorities Into A Practical Roadmap

A sustainable programme usually starts with a small, well-defined cohort. Select managers who represent different locations and working arrangements, establish baseline measures, and test the learning experience against actual business priorities before expanding it.

Use these priorities when shaping the programme:

  • Define the remote leadership behaviours expected at each management level.
  • Build practice around real Australian workplace scenarios and time-zone challenges.
  • Combine live learning with short, asynchronous reinforcement.
  • Equip managers to support wellbeing, inclusion and fair performance decisions.
  • Measure behaviour adoption alongside employee and business outcomes.
  • Give senior sponsors clear ownership of participation and follow-through.

The immediate next step is to run a 30-minute diagnostic with a representative group of managers and employees, then document the three remote leadership behaviours most closely linked to current business performance.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.

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