A Fortune 500 organization discovered a concerning weakness within its upper-level leadership pipeline. In a highly competitive industry, the company’s best and brightest were being poached by other companies offering new experiences and more structured paths to future promotions. Simultaneously, while there were a few employees within the organization poised to move into larger scale leadership roles, their skill development was not keeping pace with the skills needed to fill these positions. The company already offered a strong program for new managers, but beyond that, any professional development was driven by individual employees, making it inconsistent across the organization.

The content and framework of the Leading Leaders program helped future executives see how they could expand their impact and drive the company’s vision forward. Sessions were infused with the company’s culture, vocabulary, and context. The learning cohort fostered relationships among these future leaders, giving them a true sense of camaraderie and commitment to the company. And individually, participants recognized that their selection into the cohort set them on a path for future executive-level roles, and many deeply appreciated the company’s clear commitment to their future success. They completed the program with clearer paths to innovate, implement ideas, and realize the company’s vision.

Leaders felt part of a stronger team and poised to step into future executive-level roles. These leaders of other people leaders were confident in their abilities to drive the organization’s future vision forward.