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Applied Leadership Facilitation:
Problem: After having developed a highly successful leadership development program for mid-level and executive-level leaders, the client asked us to conduct a review of the organization’s overall leadership development training curriculum with a goal of better coordinating and integrating concepts presented across training programs. The perceived goal at the outset was just to do a better job of rationalizing leadership training offerings in the company.
Approach: In carrying this effort out, we established the full list of leadership training programs offered by the company and began to interview successful leaders in the organization to get their assessments of which training programs had been most valuable to their development as leaders. To our initial surprise, these leaders didn’t mention training programs as the most important contributors to their development at all. While they found various training programs to be useful, they considered other development experiences – the job assignments they had, and the coaching they received from their bosses, as more critical. That sent us down a path looking at the full range of development activities leaders considered to be valuable in their careers. We also took a closer look at vertically stratifying what leaders were telling us to see if there were differences in what was important at different levels of leadership or different stages of a leader’s career.
Results: The initial deliverable from our effort was a “leadership development roadmap” that organized all of the leadership development activities available by level of leadership. This “roadmap” provided a strategic architecture for the company to use as it planned its investments to expand and upgrade the leadership development opportunities it offered to the leaders in the company. Coming out of this effort to develop the “leadership development roadmap”, we developed a leadership transition model that highlighted how a leader’s job changes at various stages in a leader’s career. The transition model emphasized new leadership behaviors that would be important as leaders progressed to higher levels of leadership, as well as current behaviors that would have to be discarded in order to be effective at the higher level. To support the implementation of this transition model, a series of leadership transition workshops were developed to help leaders make the transition from one level of leadership to the next.
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