Design and deliver a leadership development program for 120 managers, working at the level of manager of managers.

Brief

Client: A large Australian FMCG.

Size: Over 1,000 employees

Challenge: To design and deliver a leadership development program for 120 of its managers, working at the level of manager of managers.

Aims of the Program:

1. To develop the behaviours and skills of participants that would enable them to enact the organisation's Leadership Framework i.e. add value to business strategies, enact success criteria, display designated leadership capabilities, and work by the guiding principles and values.
2. To equip manager of manager level people to move into executive level positions.

Deliverables

The training provider designed a six module, twelve month training program to meet the FMCG's requirements, based on the following principles:

1. Moving from a focus on self development, to working with others, to working on and across the business.

2. That as the program progresses, the concepts, behaviours and skills learnt, become increasingly more complex.

3. That 80% of the program would involve application and practice, and 20% theory.

4. That participants need to practice application of the skills for a minimum of 120 days to fully internalise them. Each module comprised a two day training workshop, two individual and two small group coaching tutorials, and was definitively linked to the FMCG's Leadership Framework.

Each participants worked with the training provider's professional coach on their chosen skills, within each of the six modules, for a minimum of 3 months.

The six modules comprised of:

1. The Enneagram - a personality tool aimed at evolving your best self.

2. Performance Management.

3. Coaching.

4. High Performance Teaming.

5. Change Management.

6. Leadership.

Outcomes

A pre and post program 360 degree survey showed that:

1. Participants improved chosen skills by over 25 percentage points.

2. Participants demonstrated tangible improvements in their ‘on the job' performance.

3. Participants were more clearly able to enact (as opposed to just speak to), the FMCG's business strategies, success criteria, leadership capabilities, guiding principles and values. In addition, The FMCG developed a pool of over 100 managers and leaders with the skills and behaviours necessary to move to the executive leadership level.