DEVELOPING LEADERSHIP AT SCALE

Industry: Science, technology and engineering

Against the backdrop of an acquisition of a much larger organisation and signi􀃕cant organisational change, employee engagement results and anecdotal evidence highlighted the pressing need to increase the capability of people leaders. Leaders needed to have the capability to support their people to belong, engage them to deliver and develop them to grow within their roles and careers more broadly.


Our client recognised that people leadership was a cornerstone of a great organisation, while also being key to growth and delivering on customer promises. To improve talent attraction, retention, engagement and performance, we worked in partnership with our client to develop a program to be rolled out to 142 people leaders initially, although this population has now grown and additional cohorts have been included.

DEVELOPING LEADERSHIP AT SCALE

Industry: Science, technology and engineering


Against the backdrop of an acquisition of a much larger organisation and signi􀃕cant organisational change, employee engagement results and anecdotal evidence highlighted the pressing need to increase the capability of people leaders. Leaders needed to have the capability to support their people to belong, engage them to deliver and develop them to grow within their roles and careers more broadly.


Our client recognised that people leadership was a cornerstone of a great organisation, while also being key to growth and delivering on customer promises. To improve talent attraction, retention, engagement and performance, we worked in partnership with our client to develop a program to be rolled out to 142 people leaders initially, although this population has now grown and additional cohorts have been included.

DEVELOPING LEADERSHIP AT SCALE

Industry: Science, technology and engineering


Against the backdrop of an acquisition of a much larger organisation and signi􀃕cant organisational change, employee engagement results and anecdotal evidence highlighted the pressing need to increase the capability of people leaders. Leaders needed to have the capability to support their people to belong, engage them to deliver and develop them to grow within their roles and careers more broadly.


Our client recognised that people leadership was a cornerstone of a great organisation, while also being key to growth and delivering on customer promises. To improve talent attraction, retention, engagement and performance, we worked in partnership with our client to develop a program to be rolled out to 142 people leaders initially, although this population has now grown and additional cohorts have been included.

DEVELOPING LEADERSHIP AT SCALE

Industry: Science, technology and engineering


Against the backdrop of an acquisition of a much larger organisation and signi􀃕cant organisational change, employee engagement results and anecdotal evidence highlighted the pressing need to increase the capability of people leaders. Leaders needed to have the capability to support their people to belong, engage them to deliver and develop them to grow within their roles and careers more broadly.


Our client recognised that people leadership was a cornerstone of a great organisation, while also being key to growth and delivering on customer promises. To improve talent attraction, retention, engagement and performance, we worked in partnership with our client to develop a program to be rolled out to 142 people leaders initially, although this population has now grown and additional cohorts have been included.

DEVELOPING LEADERSHIP AT SCALE

Industry: Science, technology and engineering


Against the backdrop of an acquisition of a much larger organisation and signi􀃕cant organisational change, employee engagement results and anecdotal evidence highlighted the pressing need to increase the capability of people leaders. Leaders needed to have the capability to support their people to belong, engage them to deliver and develop them to grow within their roles and careers more broadly.


Our client recognised that people leadership was a cornerstone of a great organisation, while also being key to growth and delivering on customer promises. To improve talent attraction, retention, engagement and performance, we worked in partnership with our client to develop a program to be rolled out to 142 people leaders initially, although this population has now grown and additional cohorts have been included.

 

CHALLENGE & SOLUTION

  • An analysis of data and documentation provided by our client led us to believe that increasing the quality and frequency of
    conversations between people leaders & direct reports would have the greatest impact in ‘unlocking potential’. This was felt
    to be particularly true given the highly technical backgrounds of the workforce.
  • A nine month People Leader Code leadership program was designed around 10 critical conversations that leaders need to
    have with their people.
  • These were arranged into 4 modules using a range of blended learning methods, including:
    - launch video to energise participants to the program
    - pre/post program 270 degree assessments
    - custom e-learning
    - immersive face to face workshops
    - on the job learning tools
    - on-the-job learning transfer activities
    - curated extension activities and content
    - group and peer coaching
    - practical tools and resources to support performance
    - graduation activities that helped embed practices and build networks
  • Excitement and anticipation was created through involving a reference group, who were both advisors and advocates for the
    program among their peers. A launch for the executive team created visibility and clearly outlined the role of leaders' leaders,
    in promoting learning and practically supporting the program.

CHALLENGE & SOLUTION

An analysis of data and documentation provided by our client led us to believe that increasing the quality and frequency of conversations between people leaders & direct reports would have the greatest impact in ‘unlocking potential’. This was felt to be particularly true given the highly technical backgrounds of the workforce.

A nine month People Leader Code leadership program was designed around 10 critical conversations that leaders need to
have with their people.
These were arranged into 4 modules using a range of blended learning methods, including:
- launch video to energise participants to the program
- pre/post program 270 degree assessments
- custom e-learning
- immersive face to face workshops
- on the job learning tools
- on-the-job learning transfer activities
- curated extension activities and content
- group and peer coaching
- practical tools and resources to support performance
- graduation activities that helped embed practices and build networks

Excitement and anticipation was created through involving a reference group, who were both advisors and advocates for the
program among their peers. A launch for the executive team created visibility and clearly outlined the role of leaders' leaders,
in promoting learning and practically supporting the program.

CHALLENGE & SOLUTION

An analysis of data and documentation provided by our client led us to believe that increasing the quality and frequency of conversations between people leaders & direct reports would have the greatest impact in ‘unlocking potential’. This was felt to be particularly true given the highly technical backgrounds of the workforce.

A nine month People Leader Code leadership program was designed around 10 critical conversations that leaders need to
have with their people.
These were arranged into 4 modules using a range of blended learning methods, including:
- launch video to energise participants to the program
- pre/post program 270 degree assessments
- custom e-learning
- immersive face to face workshops
- on the job learning tools
- on-the-job learning transfer activities
- curated extension activities and content
- group and peer coaching
- practical tools and resources to support performance
- graduation activities that helped embed practices and build networks

Excitement and anticipation was created through involving a reference group, who were both advisors and advocates for the
program among their peers. A launch for the executive team created visibility and clearly outlined the role of leaders' leaders,
in promoting learning and practically supporting the program.

 

CHALLENGE & SOLUTION

An analysis of data and documentation provided by our client led us to believe that increasing the quality and frequency of conversations between people leaders & direct reports would have the greatest impact in ‘unlocking potential’. This was felt to be particularly true given the highly technical backgrounds of the workforce.

A nine month People Leader Code leadership program was designed around 10 critical conversations that leaders need to
have with their people.
These were arranged into 4 modules using a range of blended learning methods, including:
- launch video to energise participants to the program
- pre/post program 270 degree assessments
- custom e-learning
- immersive face to face workshops
- on the job learning tools
- on-the-job learning transfer activities
- curated extension activities and content
- group and peer coaching
- practical tools and resources to support performance
- graduation activities that helped embed practices and build networks

Excitement and anticipation was created through involving a reference group, who were both advisors and advocates for the
program among their peers. A launch for the executive team created visibility and clearly outlined the role of leaders' leaders,
in promoting learning and practically supporting the program.
 

CHALLENGE & SOLUTION

An analysis of data and documentation provided by our client led us to believe that increasing the quality and frequency of conversations between people leaders & direct reports would have the greatest impact in ‘unlocking potential’. This was felt to be particularly true given the highly technical backgrounds of the workforce.

A nine month People Leader Code leadership program was designed around 10 critical conversations that leaders need to
have with their people.
These were arranged into 4 modules using a range of blended learning methods, including:
- launch video to energise participants to the program
- pre/post program 270 degree assessments
- custom e-learning
- immersive face to face workshops
- on the job learning tools
- on-the-job learning transfer activities
- curated extension activities and content
- group and peer coaching
- practical tools and resources to support performance
- graduation activities that helped embed practices and build networks

Excitement and anticipation was created through involving a reference group, who were both advisors and advocates for the
program among their peers. A launch for the executive team created visibility and clearly outlined the role of leaders' leaders,
in promoting learning and practically supporting the program.
 

WHAT WE DID

Needs Analysis 
Accelerated Design Workshop™
Blended Program Design
Learning Assets Build
Facilitation

WHAT WE DID

Needs Analysis 
Accelerated Design Workshop™
Blended Program Design
Learning Assets Build
Facilitation

WHAT WE DID

Needs Analysis 
Accelerated Design Workshop™
Blended Program Design
Learning Assets Build
Facilitation

WHAT WE DID

Needs Analysis 
Accelerated Design Workshop™
Blended Program Design
Learning Assets Build
Facilitation

WHAT WE DID

Needs Analysis 
Accelerated Design Workshop™
Blended Program Design
Learning Assets Build
Facilitation

CALLOUT

Leadership development designed to impact culture

The program was designed to create networks and relationships across the organisation with participants learning from the facilitator and each other.  The design of the program, not only develops the people leaders actively participating in the program, but also those leaders' leaders, through one to one sessions and learning transfer activities.

A true blended learning program at scale

A range of learning methods to teach content (bespoke 10 minute elearning), enable skill building (face to face workshops), apply back in the workplace (learning transfer activities) and reflect on the learning (peer to peer coaching groups)

Reinforces performance links

The program starts with a one to one session, sharing feedback gathered from the participant’s people leader and team members – this is repeated after one year. This individual feedback provides insight for the people leader and motivation to make a change. The repeat after one year is to give participants a target and motivation to work towards improvements and as well as helping to evaluate the program.

CALLOUT

Leadership development designed to impact culture

The program was designed to create networks and relationships across the organisation with participants learning from the facilitator and each other.  The design of the program, not only develops the people leaders actively participating in the program, but also those leaders' leaders, through one to one sessions and learning transfer activities.

A true blended learning program at scale

A range of learning methods to teach content (bespoke 10 minute elearning), enable skill building (face to face workshops), apply back in the workplace (learning transfer activities) and reflect on the learning (peer to peer coaching groups)

Reinforces performance links

The program starts with a one to one session, sharing feedback gathered from the participant’s people leader and team members – this is repeated after one year. This individual feedback provides insight for the people leader and motivation to make a change. The repeat after one year is to give participants a target and motivation to work towards improvements and as well as helping to evaluate the program.

CALLOUT

Leadership development designed to impact culture

The program was designed to create networks and relationships across the organisation with participants learning from the facilitator and each other.  The design of the program, not only develops the people leaders actively participating in the program, but also those leaders'
leaders, through one to one sessions and learning transfer activities.

A true blended learning program at scale

A range of learning methods to teach content (bespoke 10 minute elearning), enable skill building (face to face  workshops), apply back in the workplace (learning transfer activities) and reflect on the learning (peer to peer coaching groups)

Reinforces performance links

The program starts with a one to one session, sharing feedback gathered from the participant’s people leader and team members – this is repeated after one year. This individual feedback provides insight for the people leader and motivation to make a change. The repeat after one year is to give participants a target and motivation to work towards improvements and as well as helping to evaluate the program.

CALLOUT

Leadership development designed to impact culture

The program was designed to create networks and relationships across the organisation with participants learning from the facilitator and each other.  The design of the program, not only develops the people leaders actively participating in the program, but also those leaders' leaders, through one to one sessions and learning transfer activities.

A true blended learning program at scale

A range of learning methods to teach content (bespoke 10 minute elearning), enable skill building (face to face  workshops), apply back in the workplace (learning transfer activities) and reflect on the learning (peer to peer coaching groups)

Reinforces performance links

The program starts with a one to one session, sharing feedback gathered from the participant’s people leader and team members – this is repeated after one year. This individual feedback provides insight for the people leader and motivation to make a change. The repeat after one year is to give participants a target and motivation to work towards improvements and as well as helping to evaluate the program.

CALLOUT

Leadership development designed to impact culture

The program was designed to create networks and relationships across the organisation with participants learning from the facilitator and each other.  The design of the program, not only develops the people leaders actively participating in the program, but also those leaders' leaders, through one to one sessions and learning transfer activities.

A true blended learning program at scale

A range of learning methods to teach content (bespoke 10 minute elearning), enable skill building (face to face workshops), apply back in the workplace (learning transfer activities) and reflect on the learning (peer to peer coaching groups)

Reinforces performance links

The program starts with a one to one session, sharing feedback gathered from the participant’s people leader and team members – this is repeated after one year. This individual feedback provides insight for the people leader and
motivation to make a change. The repeat after one year is to give participants a target and motivation to work towards improvements and as well as helping to evaluate the program.

KEY OUTCOMES

-      The program garnered participant and stakeholder feedback that excelled beyond expectations

-      The flexible delivery design enabled busy leaders to maintain momentum

-       From push to pull means plans to extend to matrix leaders

-      Significant improvement in engagement data attributed to program

KEY OUTCOMES

-      The program garnered participant and stakeholder feedback that excelled beyond expectations

-      The flexible delivery design enabled busy leaders to maintain momentum

-       From push to pull means plans to extend to matrix leaders

-      Significant improvement in engagement data attributed to program

KEY OUTCOMES

-      The program garnered participant and stakeholder feedback that excelled beyond expectations

-      The flexible delivery design enabled busy leaders to maintain momentum

-       From push to pull means plans to extend to matrix leaders

-      Significant improvement in engagement data attributed to program

KEY OUTCOMES

-     The program garnered participant and stakeholder feedback that excelled beyond expectations

-      The flexible delivery design enabled busy leaders to maintain momentum

-       From push to pull means plans to extend to matrix leaders

-      Significant improvement in engagement data attributed to program

KEY OUTCOMES

-·      The program garnered participant and stakeholder feedback that excelled beyond expectations

-      The flexible delivery design enabled busy leaders to maintain momentum

-       From push to pull means plans to extend to matrix leaders

-      Significant improvement in engagement data attributed to program

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⟵           ⟶

 

EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

 

WHAT WE DID

Leadership Development
eLearning
Workshop Facilitation
Peer Coaching
Train the Trainer
Digital & Print Collateral
Learning Consulting
Blended Learning

 

CHALLENGE & SOLUTION

Following the success of the Everyday Leader program (which was Highly Commended at the 2017 AITD Excellence Awards), they seized the opportunity to continue building the skillsets of ‘everyday leaders’. This continued investment recognises that it’s often the small things, done well and consistently, that have a big impact on performance and engagement.
We partnered with the retail asset management company to create Everyday Leader Beyond, a six month leadership development program that reinforces the role of leaders in embedding the organisation’s new values and translating its brand strategy of Making Things Better, Easier and More Enjoyable into a lived experience for teams.
Everyday Leader Beyond consists of a masterclass series, peer coaching sessions, eLearning modules, People Leader Portal resources and a “Better Way” Showcase to highlight new ideas and ways of leading.

 

CALLOUT

Blended Learning Nous
Our ability to craft a multi-faceted program combining experiential, social and formal learning through both digital and face-to-face channels was key to success. This blended approach sparked deeper dialogue between participants, a greater level of comfort using technology for learning and increased commitment to reflective practice (leaders regularly blogged about their experiences and reflections).

Joined Up Approach
While the target audience for Everyday Leader Beyond was frontline to mid-level managers, we understood the need to involve senior leaders in the solution to create a unified leadership community. One mechanism for this, was the creation of specific roles for senior leaders as ‘captains’ of the peer coaching groups. This role enabled leaders to share their experience and insights with the next level of leaders, while getting to know talent from different parts of the business.

Facilitation Firepower
With 82 shopping centres across the country, the workshop and masterclass components of the Everyday Leader programs required our support for national delivery. We drew on our pool of dynamic facilitators located in every major capital city to engage and stretch participants in immersive and highly interactive sessions.

 

KEY OUTCOMES

The development of new, ‘everyday’ leadership skills with 84% of participants agreeing that they were able to put this learning into practice. What’s more, 69% of senior leaders sponsoring the program noticed the subsequent capability uplift.
Post program, 87% of participants said they had a better appreciation of a leader’s role in creating memorable employee experiences and felt confident to do so. 82% of participants felt more connected with their peers, willing to collaborate and united as one leadership community.
92% of senior leaders agreed that their sponsorship and involvement in the program added value to their own leadership development.

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