Leadership Development

We offer a variety of programs for leaders at various stages in their careers who have specific developmental objectives. Our leadership development programs are tailored to the specific needs of the individual, the leadership cohort, and the organization. We design programs in a timely manner that are compatible with the culture, values, and goals of the organization. These programs involve working with the individual on a one-to-one basis and working in larger group settings.

  • Components may include:
  • Quantitative or qualitative 360-degree feedback processes
  • Psychological assessment such as the Myers Briggs Type Indicator (MBTI)
  • Individual development plans based upon 360-degree feedback and individual assessments
  • Learning modules targeted to the group’s needs such as Delegation Skills, Motivating and Influencing Others, Working with Type (MBTI), Adaptive Leadership, and Leading Strategically

The Work

  • A Program for Emerging Leaders: Building bench strength is a critical strategy for organizations. We partner with clients to create programs that accelerate the development of new or emerging leaders.
  • Developing Experts as Leaders: We help groups of highly trained experts become effective leaders of people. We have experience with physicians, engineers, scientists, accountants, attorneys and other groups of experts who, in becoming leaders, must make important “mind-set” shifts as well as behavioral ones.
  • Developing Leaders as Coaches: Accomplishment of organizational objectives is achieved by highly skilled leaders who understand how to motivate and influence. Many change initiatives fail because behavior doesn’t change. Leaders who can coach effectively can make change stick thus improving the probability of success.

The Results

  • To strengthen the leadership skills of its next-level leaders, a health care organization selected a group of talented individuals to participate in a year-long leadership development program. This program helped build readiness for future, higher-level roles; to improve one’s ability to manage complex, cross-functional initiatives; to strengthen peer networks; and to increase commitment to the longer-term future of the organization.
  • A group of physicians serving as division directors in an academic medicine setting needed more effective leadership and self-management skills to deal with the complex demands of the role. Each leader participated in a 360-feedback assessment and their coaching was tailored to specific needs identified. Group results were used to identify six high-impact learning topics. Overall levels of confidence and communication skills were improved resulting in quicker resolution of department and division-level issues.
  • The marketing organization of a large wholesale company in the food industry needed to increase sales volumes significantly. In a six-month leadership development program, the directors increased their level of involvement with their direct reports and learned how to coach effectively. They held tough conversations, defined new accountabilities, and became effective coaches of new behaviors needed from their staff. Sales increases were apparent within three months of the completion of the project.