Catalyzing “Cohortness” in Leadership Programs Pivoting to a Virtual Environment

ABSTRACT Leadership training commonly brings individuals or teams together in face-to-face settings to network and build their skills in groups referred to as “cohorts.” The pandemic of 2020 forced leadership training programs to be held virtually, bringing into question how programs could foster a sense of “cohortness,” or a collegial sense of group identity, even when the participants could not meet face-to-face. For this study, two programs, the Clinical Scholars (CS) program (n = 34), and the Food Systems Leadership Institute (FSLI) (n = 23), collaborated to explore how participants expecting an in-person program responded to adaptations made for a virtual launch of their program and how connected they felt to their fellow classmates. Analysis of qualitative and quantitative data showed that prior to attending each program, fewer than half of participants expected to feel slightly to very connected as a cohort. At program completion, 96% reported feeling slightly to very connected. Both CS and FSLI participants ranked 1) Frequent small group exercises, 2) small group ice breakers, 3) Team introductions prior to the retreat 4) Virtual orientation as the top activities contributing to their sense of being a cohort. Although the pandemic will pass, the insights gained from examining how to foster professional networks and a collegial sense of group identity (“cohortness”) among virtually convened participants can benefit leadership development programs that must continue to meet virtually for financial or other reasons and can benefit those programs, which eventually resume in-person convenings.