case study leadership development program

• : Banking & Financial Services

Delivering Results: Connecting Strategy & Leader Development

Client Profile & Challenge

Barclaycard, a global payment business, faced dual challenges: Internally, it was driving a renewed focus on customer needs and customer experience through greater collaboration, innovation, and operational excellence. Externally, the financial sector was experiencing significant turmoil and rapid change.

The company needed leaders with the skills to manage in that difficult external environment while transforming the business. Its previous leadership development programs had been segmented within business units, but the firm needed a unified leadership development strategy that connected to its business strategy.

Particularly important, were a group of about 125 “managers of managers” who were responsible for developing and implementing operational plans to carry out the business strategy and deliver on stretch goals. Though these executives were strong and capable leaders, they had some gaps in critical areas.

To be successful these leaders needed to:

• Collaborate,
• Influence without authority,
• Drive innovation,
• Coach others,
• Build and maintain relationships,
• Gain global awareness,
• Translate strategy into action, and
• Enact principles of connected leadership.

Solution & Results

Barclaycard worked with CCL and Ashbridge Business School to structure a program that would combine big-picture organizational strategy with individual leader development. The program was structured as 2 3-day sessions held 6 weeks apart.

The objectives of the leadership development initiative were to:

• Build the leadership culture;
• Connect strategy and leadership;
• Align knowledge, skills, and action;
• Improve ability to work across boundaries; and
• Encourage ownership and engagement.

Coaching and action learning projects helped participants integrate lessons learned into their personal development, create practical plans for converting strategy to operations, and build stronger relationships within their departments and across the company. The leadership components were informed by our expansive expertise in leadership development, tailored to Barclaycard’s needs. This included our 360 by Design assessment and other personality measurement tools to help participants gain insights into their individual strengths, challenges, and behavior patterns. Participants learned strategies for giving and receiving feedback, influencing, communicating, and leveraging social capital as a leadership asset.

Over 2 years, 120 managers participated in the initiative.

Managers who went through the experience, as well as their bosses and their direct reports, reported strong outcomes. In particular, the participants made significant improvements in leadership effectiveness, collaboration, and influence. In the teams those participants led, 80% felt more empowered to do their work and 70% felt more engaged.

BY THE NUMBERS

• 100% of participants felt they had become more effective leaders,
• 92% of participants’ direct reports said their managers had become more effective leaders, and
• 92% of direct reports  said their managers had improved their ability to “establish strong, collaborative relationships.”

Participants Say

“We had been a very high-performing organization and our managers had great experience and expertise. But new realities and our ambitious agenda require greater innovation in what we do and how we work. Our leadership development strategy had to acknowledge and address this so we would have the capacity we need in the future.”

James Prior

Head of Executive Development Barclaycard

“We are seeing the initiative people are taking to connect with others across functions, geography, and levels in the organization. They are not just staying connected with their colleagues from the course, but reaching out to other parts of the organization. They see the value that multiple perspectives can add to their work and their personal development.”

Head of Barclaycard Academy

“After the course, I felt lifted above the daily challenges of my role to a broader and more strategic level supported by the peer group with whom I attended the course. It was one of the best executive development courses I have attended.”

Participant

Barclaycard Executing the Programme

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Examining How Formal Leadership Development Programs Positively Influence Hospital Leaders’ Individual Competencies and Organizational Outcomes – An Evidence-Based Literature Review

1 Rutgers School of Health Professions, Department of Interdisciplinary Studies, Newark, NJ, 07950, USA

Arzina Alam

Jimmy huynh, janet reid-hector, albert heuer.

Leadership development programs (LDPs) are known to be educational and valuable, yet time consuming and costly for a healthcare organization and participants alike. This study is aimed to determine the impact that participation in a formal LDP has on hospital managers and leaders’ competencies, as well as to identify the positive organizational outcomes that can be achieved.

Materials and Methods

We conducted a literature review focusing on hospital managers and leaders who participated in formal LDPs. From there, we extracted data to determine the outcomes achieved by participating in LDPs.

The search yielded 7420 articles, of which 23 articles were used for this literature review. Overall, there were a wide range of positive outcomes for participants of LDPs and some outcomes appeared more frequently than others. The beneficial outcome that appeared most frequently was that participants were able to gain knowledge of management and leadership roles and responsibilities which appeared 13 times. An increase in participant’s confidence and communication skills appeared 10 times, respectively. The ability to network with others within the organization and an increase in job positivity and satisfaction appeared 7 times each.

LDPs provided an array of positive outcomes for hospital leaders who had participated. However, there was a lack of studies on the topic and more research is needed in order to have a better understanding of the correlation between LDPs and beneficial organizational outcomes.

Introduction

Strong leadership is the foundation of successful healthcare organizations, and leaders are the driving force behind overcoming obstacles and achieving goals. One way to build more effective leaders is through leadership development programs (LDPs). LDPs are defined as educational interventions designed to address and improve the leadership capabilities of individuals. 1 Leadership development is important for a healthcare organization as it promotes skills/competency development needed to effectively manage/lead the staff toward goal achievement. Early career leadership training has shown to be helpful in leadership competency enhancement and in building a foundation for those who choose to take on more advanced roles later in their career. 2 New employees, particularly millennials, are looking for long-term career opportunities that place greater importance on leadership training than other benefits. A recent report on millennials at work found that they showed more interest in going to organizations that offer to develop their leadership skills. 3 This report found that 52% of respondents said they would choose a job that would let them advance through the ranks quickly over one with a higher salary. Companies that provide leadership training programs give these and other individuals the opportunity to develop and improve on their leadership skills, which then gives them a better chance of getting promoted to a higher position over someone who has not developed those skills.

LDPs provide an important avenue through which both new and established leaders can receive education and training to meet their ongoing developmental needs. 1 Organizations provide leadership development and training programs through various methods, such as classroom-based training, skills-based training, action learning, mentoring, coaching or online programs. When using LDPs, each organization utilizes their own method of teaching and therefore will differ from one another in how the program is taught. Approximately 50% of hospitals have a defined leadership development program, and of those programs, approximately 80% are developed in-house leadership development programs. 4 , 5 There are many advantages to using a structured leadership program, especially if it is specific to an organization’s needs. A formal program that is developed in-house is more catered to a specific company’s strategic priorities, goals, and organizational culture. Participants can learn from situations and examples which are relevant to their company and engage in activities and projects that are related to the organization’s needs. Structured LDPs are a benefit to both the employee and the company, since the programs give participants the opportunity to improve on their leadership skills and gain valuable competencies. In turn, the company also benefits by educating and training more skilled and capable leaders to efficiently run their organization, which can also lead to better achievement of strategic initiatives including increased employee retention and satisfaction.

This study is an evidenced-based literature review on how individual competencies and organizational outcomes are influenced when hospital managers and leaders participate in a formal and structured leadership development program. A literature review format allowed for the exploration of a general question and related literature. In addition, this format provided flexibility and diversity for including literature depicting a wide range of different methodologies. 6 This study seeks to determine if formal LDPs have an impact on hospital managers' competencies and if those programs have a positive influence on organizational outcomes.

Despite the potential benefits of LDPs, limited research currently exists on the impact of such programs. More specifically, little is known about the impact that LDPs have on both organizations and individuals and under which conditions the advantages of such programs can be maximized. The dearth of literature in this area provided much of the footer for this project. The data from this and other similar studies will help healthcare organizations to determine whether formal LDPs are beneficial for them, while identifying how specific LDPs affect organizational outcomes. It is not just potentially important to have healthcare managers participate in LDPs, but to also recognize why it is vital in improving healthcare overall. This understanding can only come from carrying out extensive studies on LDPs, which is something that is greatly lacking. If LDPs in fact yield positive outcomes, it will allow readers to determine how precisely healthcare managers are able to improve along with the organization. This literature review also explored the LDPs effects on healthcare manager’s competencies along with organizational outcomes.

The main goal of this review was to answer the following question: for hospital managers and leaders, how do formal and structured leadership development programs positively affect individual and organizational outcomes? The primary objective was to identify what type of benefits structured leadership development programs provide to individuals who undergo such programs, including the skills and competencies they may gain. The secondary objective was to understand how these programs benefit the organizations and add value to their overall success.

Though a literature review format was employed for this project, in lieu of a meta analysis or a scoping review, we have elected to utilize the PRISMA-ScR (Preferred Reporting Items for Systematic reviews and Meta-Analyses extension for Scoping Reviews) Checklist because it provides a thorough framework for conducting various types of literature reviews. 7 The PRISMA-ScR is a checklist that contains 20 essential reporting items and 2 optional items and represents a widely recognized way of conducting a structured scoping review. It was created to help individuals develop a greater understanding of relevant terminology, core concepts, and key items to report, and to help ensure the consistency and scientific rigor of literature and other similar reviews. 7

Before beginning this project, a protocol describing the research process was submitted to and approved by the Rutgers University-Rutgers Biomedical and Health Sciences-Newark Campus Institutional Review Board. Approval number for the IRB was Pro2019000518.

Research Question

The research question for this review was: “For hospital managers and leaders, how do formal and structured leadership development programs positively affect individual and organizational outcomes?”

Information Sources and Search Strategy

An initial hand search was done on the topic to determine if there was enough relevant information available online to carry out the research. Once the topic was determined, a PICO question was created with the main categories of search being the population, intervention, and outcomes. PICO (Population – Intervention – Comparison – Outcome) is a tool commonly used in medical and health research to help researchers formulate a researchable question using those terminologies. 8 A search strategy combining the list of terminologies from these three categories was developed to retrieve articles of interest in the following databases: CINAHL, ERIC, Web of Science, OVID Medline, Academic Search Premier, Business Sources and Dissertations & Global Thesis. A sample search strategy from CINAHL database is provided ( Appendix A ). The search process for these databases was aided by the Rutgers University Librarian, who compiled the total results that were found and removed any duplicate articles before submitting the final list of articles for the reviewers to screen.

Searches were limited to English language studies and the time period between 2009 and 2019. Additionally, articles that were systematic or scoping reviews were excluded from this study.

Eligibility Criteria

Studies were included if they met the following conditions:

• The searched publications were between January 2009 and December 2019.
• Studies were published in English.
• The study consisted of a structured and formal leadership development program with a minimum of three sessions of training.
• The population undergoing the leadership training program consisted of hospital managers and leaders.
• The result of the study consisted of at least one positive outcome.

Study Selection Process

The selection process began with three reviewers screening article titles and abstracts to check for relevancy to the topic. The remaining articles were screened for full text using the screening form ( Appendix B ) that was created for this literature review. Any articles that did not meet the three criteria for inclusion were excluded. The reasons for exclusion were recorded only at the full-text stage. Any disagreements between reviewers were resolved by consensus.

Data Extraction Process

A data extraction form was developed by the research team and included the following items:

• article identifiers (author, title, date of publication)
• selection criteria (population, study intervention, outcomes measures)
• study identifiers (citation, country of origin)
• study characteristics (aim, setting, inclusion and exclusion criteria)
• participant characteristics (total participants, population description)
• intervention (method used for LDP, duration and frequency of LDP)
• outcome data (beneficial outcomes)
• study conclusion

Collating, Summarizing, and Reporting the Results

A numerical summary of the beneficial outcomes of the included studies was performed. A table was created and was included as … to reflect the most common beneficial outcomes that were found overall in the combined number of studies. Additionally, the number of times an outcome was found in each of the studies was also documented on the table. Each outcome had to be present in a minimum of three studies in order to be listed on the table. A graph was created to display the results from the table.

The initial database search yielded 7420 articles before title and abstract screening. Due to the nature of this topic, the majority of articles were not sufficiently relevant to our topic and were excluded, leaving 206 articles after this step in the screening process. An additional preliminary screening step left 56 which seemed to meet the eligibility criteria. Lastly, a comprehensive review of full-text articles left 23 articles that definitely met our inclusion criteria. A flow chart depicting the process of obtaining the 23 articles can be found in Figure 1 . Table 1 was created using the data that was captured from those articles. Table 2 contains a summary of the chief characteristics of all articles included in this review. As such, it confirms that the selection criteria were met for the 23 articles included and describes such features as the types of research and our evaluation of the potential bias based on the Cochran tool.

Beneficial Outcomes

Summary Table

Notes: *Standardized technique for assessing the risk of bias. **The Kirkpatrick method is a standard and validated method for assessing training and education programs.

Flowchart of studies in the literature review and reasons for exclusion.

The aim of this study was to understand how individual competencies and organizational outcomes are influenced when hospital managers and leaders participate in a formal and structured leadership development program. From this frequency data, we discerned there is a wide range of individual benefits gained by hospital leaders who participated in a formal LDP, along with a few organizational outcomes that were found to a lesser extent. The individual beneficial outcome that appeared most frequently was that participants were able to gain knowledge of management and leadership roles and responsibilities which appeared 13 times. An increase in participant’s confidence and communication skills appeared 10 times, respectively. The ability to network with others within the organization and increase in job positivity and satisfaction appeared 7 times each. Participants were able to obtain an increase in improved career planning skills, succession planning, improved self-awareness, improved teamwork and problem-solving skills, and gained the ability to empower others, all of which appeared 6 times each. Additionally, 5 studies revealed that participants also showed an increased vision among their team, gained knowledge of healthcare systems and processes and increased patient satisfaction and outcomes. There was increased motivation within the participants along with a gained ability to be a mentor and role model, which appeared in 4 studies. A few studies also yielded in participants having gained knowledge on financing and budgeting skills.

A table was created that shows the percentage of times that the benefit appeared ( Table 3 ).

Table of Beneficial Outcomes

From this graph, it is evident that the majority of outcomes were found in less than 50% of the studies. Gaining knowledge of management and leadership roles and responsibilities was the most frequent beneficial outcome, and that appeared in 57% of the articles. Improved confidence and communication skills were next appearing in 43% of the articles. Gaining networking opportunities and increased job satisfaction was next just appearing in 30% of the articles.

The purpose of our evidenced-based literature review was to understand how individual competencies and organizational outcomes are influenced when hospital managers and leaders participate in a formal and structured leadership development program. The data collected demonstrate the variety of beneficial outcomes for hospital managers and leaders who attended a formal LDP. The most common individual beneficial outcomes that appeared in the 23 articles were under the following categories: gaining knowledge of leadership roles/responsibilities, gaining confidence, and gaining communication skills. Gaining knowledge of leadership roles/responsibilities, which included skills on strategic planning, change management, and thinking strategically and critically had appeared in 13 out of the 23 articles. Arsenault (2017) stated that participants were able to expand their knowledge on being new leaders while developing skills on strategic planning and management. 9 Omar et al (2009) stated that respondents claimed they could perform their jobs better because of new skills learned from the LDP along with attaining more in-depth understanding of health systems. 10 Rask et al (2011) stated that pre- and post-test results showed a 30–40% improvement in the following categories: systems thinking, roles of leadership, management implications of process improvement, health outcome results from processes and tools for process management. 11

From the literature review, we were able to find that the knowledge of management, leadership roles and responsibilities gained by formal LDPs helped in aiding participants in their roles in the organization by giving them knowledge and skills to lead their staff. For example, Gagliano et al (2010) stated that the pace and length of their LDP allowed participants to gradually incorporate their new skills learned within their own practices. 12 Debono et al (2016) detailed that nursing and unit manager’s participation in the Take the Lead (TTL) LDP produced improvements in job performance and leadership skills. 13 Taylor-Ford and Abell (2015) mentioned that the Leadership Practice Circle Program (LPCP) was effective in improving various aspects of leadership competency by building a sense of team and collective vision. 14

The second most prominent beneficial outcome, appearing in 10 of the 23 articles, were that participants were able to gain a greater sense of confidence. In some instances, Arsenault (2017) identified that a significant experience reported by study participants was that they were able to develop improved confidence when functioning with key individuals at their organization after the LDP. 9 Gagliano et al (2010) noted that participants were able to gain confidence in their skills throughout the 2 years, and by the end of the LDP participants were able to take on greater institution-wide challenges. 12 In the article “Reframing Leadership Development in Healthcare”, it was stated that an impact of the Leadership Novant was participants felt more empowered to speak up and “push back”, as their CEO often implored them to do. 15 Conn et al (2016) stated that through the experiential processes within the fellowship, fellows describe increasing confidence, a new way of thinking, and increased adaptability. 16

Improvement of communication skills was the third most frequently mentioned beneficial outcome throughout the articles. Communication skills include receiving, understanding, and expressing information, feelings, and ideas. Alexander (2013) mentioned that participants were better informed and gained knowledge that helped them to communicate more effectively with employees thus helping them to foster a culture of excellence. 17 Arsenault (2017) stated that physician leaders who participated in the health system-sponsored leadership development program were able to refine communication styles by creating meaningful presentations and becoming a better listener as both a physician and leader. 9

There were several other beneficial outcomes that were not as frequent yet appeared throughout the literature. For example, one article stated that “diversity as a vehicle to wholeness” was one improvement that was recognized from those who had participated in the LDP. 18 Using LDPs to teach the importance of diversity may not necessarily be common; however, the study showed that LDPs can possibly be used for that purpose. While this did not appear enough to be captured in the table, it should be noted as a beneficial outcome. Other beneficial outcomes that appeared less frequently were an increased leadership presence, approachability as a leader, and increased understanding of diversity at the workplace.

The variety of beneficial outcomes were to be expected, but what was surprising was the lack of consistency on them within the literature. Prior to this literature review, we had hypothesized that certain beneficial outcomes, such as gaining leadership skills or improving confidence, would have appeared in most of the studies. However, our data revealed that these benefits were only mentioned in about half of the studies or less. Only 13 out of the 23 (57%) of the literature stated that the leadership development program had helped the participants gain knowledge of management/leadership roles/responsibilities. Only 10 out of 23 (43%) of the literature said that the participants gained an increase in communication skills. This lack of consistency could have been due to the lessons themselves and what the goal for the course was with that particular LDP. It is hard to claim this as a fact however with the inconsistency and lack of data in the literature.

The most significant lesson learned from this evidence-based literature review was that formal LDPs have the potential to provide a variety of beneficial outcomes for hospital managers and leaders who participate. The likelihood of the leader gaining the beneficial outcome depends on several variables such as levels of engagement, attendance, and the efficiency of the lessons themselves. Leaders can ensure that they benefit by attending the LDPs with a high level of engagement and attention. The more active an individual is in the process of learning, the more likely he/she is of retaining the information and utilizing it in their job roles. Organizations can ensure that their leaders are gaining the desired beneficial outcomes by verifying that the LDPs cater to their specific needs, are applicable to their job roles, and that the leaders have the necessary time needed to fully engage in the LDP.

From the 23 articles reviewed, we found 16 different beneficial outcomes that appeared in at least three different articles. Organizations can organize and use an LDP to focus on any of the beneficial outcomes. The next lesson learned was that there is a gap in research to drive, support or anchor leadership practices in healthcare. As previously stated, we only had 23 studies that met our inclusion criteria. Each study was unique to a particular organization and some did not give any information regarding the method of the LDP itself. This gap of information makes it difficult to really correlate that participating in a LDP will lead to beneficial outcomes listed in the table.

For organizational outcomes, there were only two studies that mentioned that LDPs had a positive impact on the overall organization in terms of patient satisfaction and patient outcomes. Alexander (2013) stated that there was a positive correlation between the LDP and patient satisfaction and patient outcomes. 17 Debono et al (2016) stated that participants of Take the Lead program (TTL) helped to improve patient experience while patient satisfaction was reported by the nursing unit to have increased by 40% subsequently after participating in the program. 13 Another positive outcome of these LDPs was increased job satisfaction and positivity after participating in their respective LDP. Employee satisfaction is key for successful organizations while helping to promote the organization. Participants were able to increase job satisfaction which led them to perform better for the organization. Lee et al (2010) state that the participants of the program were able to better manage burnout while significantly improving their emotional health. This led to increased job satisfaction to continue their roles within their organization. 19 Leeson et al (2013) mentioned that those who participated in the LDP were able to increase proactivity and positivity while decreasing stress. 20 Due to this fact, the organization committed additional resources to continue the program.

Improved career planning and succession planning was also mentioned as a beneficial outcome by participating in LDPs. In the article “Reframing Leadership Development in Healthcare an OD Approach,” an organizational outcome mentioned was succession planning. 15 Over half of the fellows in the first three cohorts of the LDP, Leadership Novant, had been promoted by 2011, including a full 70% of the initial class. All current senior leaders in the twelve hospital facilities participated in the LDP. Silverston (2013) states that those participants of the RCN Clinical Leadership Program were able to benefit from workshops that develop career planning skills for the present and future. 21 West et al (2016) state that those who participated in the NEL program improved succession planning by developing leaders from within the Geisinger’s nursing teams, who are then well prepared for promotion when leadership positions become available. 18 Emerging leaders will eventually replace them and continue the vital work being done to improve nursing environments and, most importantly patient outcomes. Arsenault (2017) mentioned that the majority of participants who completed the LDP believe that participating allowed them to develop a valuable network of other physician colleagues within the medical and health care field, which further supported their career advancement and success. 9 Improvement in career planning and succession planning appeared in six occasions out of the 22 articles. This was not sufficient data to support the beneficial outcomes for organizations and will need further study to determine if there is a positive correlation between LDPs and organizational outcomes.

This evidence-based literature review has shown the different benefits that LDPs can offer hospital managers and leaders, however, we recognize that there were also negative outcomes, such as the high cost of implementation or the inconsistencies with improvement in certain areas such as obtaining leadership skills. Further exploration of these negative outcomes should be considered as a focus for future studies. Furthermore, literature relating to very specific leadership styles or limited to one discipline were excluded. For example, a study done by Senegal (2010) which focused only on Transformational Leadership competencies only in the clinical discipline of nursing was excluded. However, future studies could allow for the inclusion of projects which are aimed at one specific leadership style or clinical discipline to broaden the scope of the review.

In addition, future studies in this area could also focus on the average cost of creating and implementing the leadership development programs. Once a cost has been identified, it can help to determine if organizations will gain a return of investment. Additionally, due to the lack of studies on this topic, future literature reviews on this topic should also increase the population so that more studies meet the inclusion criteria.

With all of this said, perhaps the biggest class of limitations we faced stemmed from the inconsistencies and lack of data on the effects of formal leadership development programs. Our focus was on hospital managers and leaders who had participated in leadership programs, which ultimately left us with only 23 articles after screening. This may well not be enough evidence to conclude with certainty, that participating in the LDP will provide the participant with the beneficial outcomes listed in the table. Several of the studies did not detail the features of the LDP. Thus, we excluded certain studies and were unable to fully explore the characteristics of LDPs which may be more or less beneficial. Lastly, only four of the studies we included described used the Kirkpatrick method for evaluating their training program. As a benchmark standard for evaluating training programs, the fact that the Kirkpatrick method was not described in most of the articles included in this study left the research team concerned about the lack of consistency and relevance of program evaluation in the literature. Hence, we would also recommend future studies evaluating LDPs use the Kirkpatrick model to measure their data. This helps ensure a more rigorous and consistent evaluation of such programs that is currently lacking.

It should also be noted that given the limited amount of research in this area and the relatively few articles which met the inclusion criteria, a literature review format was selected over other review formats such as a meta-analysis and a scoping review. As a result, most but not all of the PRISMA guidelines were used to structure this project. In the future as the body of research in this area expands and matures, we would recommend that one or more formal meta-analysis be undertaken in this area to strictly adhere to the PRISMA criteria. This could include the use of highly rigorous statistical methods, perhaps including the kappa coefficient to demonstrate the degree to which there is an agreement between the two individuals assessing qualitative studies.

There are many advantages to using a structured leadership program, especially if it is specific to an organization’s needs. This study suggests that formal LDPs can provide a variety of beneficial outcomes for hospital managers and leaders who participate in them. However, these beneficial outcomes are dependent on the participant’s attendance and their level of engagement in the LDP. Executives should work to oversee the LDP material to verify that they are obtaining the desired beneficial outcome for their organization.

Most importantly, we cannot ignore the lack of studies on this topic. More studies will need to occur before strong inferences and conclusions can be made regarding the relationship between LDPs and beneficial outcomes. Additionally, organizations should also formally assess the impact that a LDP has on the organization and report on it so that wide spread data can be gathered and used for further studies. With this understanding, we may determine if the LDPs will successfully provide a return of investment for a healthcare organization.

Acknowledgment

We would like to thank Margaret Dreker for helping us develop the search strategy.

Funding Statement

No funding was received for this study.

Ethics Approval

Author contributions.

All authors contributed to data analysis, drafting and revising the article, gave final approval of the version to be published, and agree to be accountable for all aspects of the work. All members of the research team contributed equally to this study.

The authors report no conflicts of interest for this work.

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Case Study: Leadership Development at Penn Medicine

Penn Medicine's Leadership Essentials Intensive is a cutting-edge leadership development program that includes faculty, clinical, and research professionals and provides participants with the essential skills required to excel as successful leaders and team members. This intensive cohort-based program focuses on three core competencies: enhancing organizational savviness, driving vision and purpose, and building effective teams.

The program offers a comprehensive training approach through coaching sessions, in-class workshops, and peer coaching, enabling participants to learn how to coach their teams, ask the right questions, and maximize learning. The program's main objective is to expand participants' perspectives, help them enhance their team and leadership skills, and cultivate a reflective stance that seeks to understand the perspectives of their teams, key stakeholders, and the larger organization.

Leadership Essentials Intensive: Cohort Makeup

The program culminates in a capstone experience – the Saturn Parable - a team-based game from Wharton Interactive set in a fictional setting that tests real leadership skills.

“We were looking to give our participants, with varied backgrounds and experience levels, a chance to come together and experience teamwork in a real-time setting that called for each participant to apply their team leadership skills and to highlight gaps in those skill sets. The Saturn Parable did just that, and it helped solidify our community of learners.” Patrizia Salani Platt, Associate Director of Leadership & Professional Development, School of Medicine

The challenges in the Saturn Parable are designed as fictionalized versions of common leadership problems.

There are strategic-level decisions to be made about where teams should land their spaceship and how and to what extent teams should negotiate with potential rivals or allies. There are organizational-level decisions to be made about communicating across the organization and generating a shared goal that the organization can rally around. Throughout the game, learners also make many team-level decisions that are tied to questions of team leadership and creativity, as well as team hierarchies and decision-making.

Bridging the Theory-Practice Gap

Having learned about team and leadership skills ahead of the experience, participants in the Leadership Essentials Intensive applied those core team and leadership lessons in the Saturn Parable. The game gave participants the opportunity to explore different roles and perspectives and revealed their leadership strengths and goals and their coping strategies during a crisis. The puzzles within the game prompted participants to apply skills such as task allocation, information sharing, psychological safety, and work to avoid team traps like the Abilene Paradox and groupthink.

The experience also included time for reflection, allowing participants to cultivate a critical, evaluative stance about the experience and reflect on their decisions and reactions in the game. That time for reflection was critical, giving participants a chance to take stock of the experience and weave together the overlapping lessons of the game and the program.

“We found that participants connected the lessons learned earlier in the program – lessons about sharing information, avoiding groupthink, and asking probing questions to understand others' viewpoints – with the experience of the game. The game gave them a story-based reference point for those earlier lessons.” Jenny Seng-Russo, Learning and Development Specialist, School of Medicine

Anchoring the Community: The Saturn Parable as a Highlight of the Program

The Saturn Parable served as an anchor point, a shared experience, and story that connected the community of learners. That shared experience included a number of "ah-ha" moments as participants remembered their struggles with particular challenges and provided a backdrop for the core objectives of both the game and of the program.

From Theory to Practice: The Saturn Parable as a Transformative Experience

Penn Medicine's Leadership Essentials Intensive and the Saturn Parable are transforming leaders and changing the way medical education approaches leadership development. By providing participants with live practice in a fictional setting, the program aims to create a pipeline of medical professionals with real-world team and leadership skills. As the culminating experience of the program, the Saturn Parable prompted participants to connect what they learned in the program to real-world situations.

As one program enthusiast told us: "I didn't know they would be sending us to Saturn. But that's where we went!"

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Leadership Development Case Studies

Pursuing steady growth through powerful leadership development.

Otter Tail Corporation and MDA Leadership have partnered for over a decade to create award-winning leadership development solutions that bring together participants from across Otter Tail’s diverse companies and build their talent pipeline for enduring success. Learn more here.

Otter Tail’s Leadership Initiative Creates a More Inclusive, Respectful, and Effective Culture

Otter Tail and MDA teamed up to create The Inclusive Leader/Respectful Workplace Series to provide education and training on respectful workplaces and what it means to be and act inclusive across the enterprise. With one path for people managers and another path for employees, the program consists of four key topics that were delivered to the entire organization. Learn more here.

Learn How Otter Tail and Polaris Drive Business Transformation

MDA supports organizations with business transformation by aligning their business and talent strategy and leveraging best practice solutions. Read this Twin Cities Business article to learn how we supported Otter Tail Corporation and Polaris Inc. with this important work, leading to extraordinary growth and success for both organizations. Read the article here.

How Bench Strength Experience Helped the Hazelden Betty Ford Foundation Identify and Develop its Top Talent

Given our inherent barriers for predicting talent success, it’s no wonder many organizations struggle identifying the high potentials they need to strengthen their leadership bench. This case study dives into the dilemma of a perceived lack of leadership bench strength faced by the Hazelden Betty Ford Foundation (HBFF). Together, MDA and HBFF landed on piloting MDA’s Bench Strength Experience, a comprehensive, industry-leading assessment and development program designed to give clients critical insight into the depth, breadth, and diversity of their leadership talent—and provide participants with an unmatched learning and development journey.

Case Study – How Bench Strength Experience Helped the Hazelden Betty Ford Foundation Identify and Develop its Top Talent (402 KB)

Leading Organizational Transformation: The View from the Top

As companies of all types and sizes are battered by the waves of changing technology, customer demands, and threats from potential disruptors, how can executives successfully transform their organizations? Organizational transformation can be daunting, but readily attainable, through strong leadership and solid change management practices, according to a panel of highly respected CEOs. Learn their seven organizational and personal success factors here.

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Please note you do not have access to teaching notes, nchl's “best organizations for leadership development” program: a case study in improving evidence-based practice through benchmarking and recognition.

The Contributions of Health Care Management to Grand Health Care Challenges

ISBN : 978-1-80117-801-3 , eISBN : 978-1-80117-800-6

Publication date: 6 December 2021

Increasingly, addressing healthcare's grand challenges requires complex system-level adaptations involving continuously evolving teams and leaders. Although leadership development strategies have been shown to improve individual leader effectiveness, much less is known about how organization-level leadership development affects organization-level outcomes. To begin building an evidence base as well as encouraging evidence-based practices, the US-based National Center for Healthcare Leadership developed a program capitalizing on leaders' demonstrated interest in organizational competitiveness: the biennial Best Organizations for Leadership Development (BOLD) program. In this chapter, we describe the philosophy behind this unique survey program and summarize research to date on relationships between survey dimensions and organizational outcomes such as patient experience and financial performance. We conclude with a description of promising areas for future study.

• Leadership development
• Evidence-based management
• Organizational benchmarking
• Organization surveys
• Financial performance
• Patient experience

Garman, A.N. , Standish, M.P. , Carter, C. , Anderson, M.M. and Lambert, C. (2021), "NCHL's “Best Organizations for Leadership Development” Program: A Case Study in Improving Evidence-based Practice through Benchmarking and Recognition", Hefner, J.L. and Nembhard, I.M. (Ed.) The Contributions of Health Care Management to Grand Health Care Challenges ( Advances in Health Care Management, Vol. 20 ), Emerald Publishing Limited, Leeds, pp. 221-230. https://doi.org/10.1108/S1474-823120210000020008

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A Case Study of How to Accelerate Progress in Leadership Diversity

Companies aiming to improve diversity in its top leadership ranks would be wise to follow the successes and lessons learned in the BOLD leadership development program.

Innovation and the Diversity Agenda

A New CEO Puts People on His Agenda

Success Elements of the BOLD Program

Creating a Sense of Urgency About Allyship

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Research and Training on Healthcare Analytics & Leadership

• Professional Leadership Development Training Case Study

Executive Summary

For years, leaders and aspiring leaders have been told that the way to become a better leader is to accumulate a certain amount of “leadership” skills. Unfortunately, that is not how the top academic organizational leadership programs have approached teaching leadership for decades. It is taught as a leadership improvement journey where aspiring leaders discover themselves as they develop their personal leadership philosophy and are provided ongoing mentoring throughout the program. The Healthcare Center of Excellence (HCOE) sought to apply a similar approach using tools to measure leadership improvement over time and produce results.

Methodology

In an ongoing leadership development training program, the HCOE conducted 3 cohorts of the Professional Leadership Training (PLT) program at Norwegian American Hospital , a 200-bed, acute care facility on the northside of Chicago. The second cohort included leaders who reported directly or indirectly to the organization’s C-Level and other top executives to the leaders, who participated in the first cohort. The second cohort was the largest and the one which yielded the most data to analyze, which is the subject of this case study.

The proprietary Leadership Impact Survey (LIS) was used to quantify and monitor the results of the leadership improvement training, with the survey taken before the course and at 3-month, 6-month and 12-month increments after the course completion. When analyzing results from the pre-course survey to the 3-months post-course survey responses, the cohort realized leadership improvement from 3% to 22% across all 9 dimensions measured, with an average improvement of 10% and median of 8%.

Based on these results, it can be concluded that Professional Leadership Training is an effective program for improving leadership throughout an organization and can provide measurable results for an organization to track leadership improvement.

Download the complete case study,  “Rethinking Leadership Development: A Personalized Approach”  using the link below. For a limited time, get the case study at no cost.

Rethinking Leadership Development: A Personalized Approach - A Case Study

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Leadership Case Studies

Here is a sample of three case studies from the book, Leadership Case Studies, that are most instructive and impactful to developing leadership skills.

For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership.

I used a variety of teaching aids including books, articles, case studies, role-plays, and videos.

I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be most instructive and impactful.

Here is a sample of three case studies.

Peter Weaver Case Study

Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many organizations. This former director of marketing for a consumer products company believes differences of opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for what I believe to be true.”

He demonstrated his belief in being direct and candid throughout his career. On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review, the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to cut our prices!”

Peter found the courage to say he disagreed with the president. He then explained the product line needed more variety and a larger advertising budget. Prices should not be cut. The president accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I just didn’t have the courage to challenge the president.”

On another occasion, the president sent Weaver and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the consultants were off base and going down the wrong path. Between sessions, most of the other executives indicated they didn’t think the consultants were on the right path. The consultants heard about the dissent and dramatically asked participants whether they were in or out. Those who said “Out” had to leave immediately.

As the consultants went around the room, every executive who privately grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out” and left the room.

All leaders spend time in reflection and self-examination to identify what they truly believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core beliefs. And, they find the courage to speak up even when they know others will disagree.

• What leadership traits did Weaver exhibit?
• If you were in Weaver’s shoes, what would you have done?
• Where does courage come from?
• List your three most important values.

Dealing with a Crisis Case Study

Assume you are the VP of Sales and Marketing for a large insurance company. Once a year your company rewards and recognizes the top 100 sales agents by taking them to a luxury resort for a four-day conference. Business presentation meetings are held during the morning. Afternoons are free time. Agents and spouses can choose from an assortment of activities including golf, tennis, boating, fishing, shopping, swimming, etc.

On day 2 at 3:00 p.m., you are at the gym working out on the treadmill, when you see Sue your administrative assistant rushing towards you. She says, “I need to talk to you immediately.”

You get off the treadmill and say, “What’s up?” Sue states, “We’ve had a tragedy. Several agents went boating and swimming at the lake. Randy, our agent from California died while swimming.”

(Background information – Randy is 28 years old. His wife did not come on the trip. She is home in California with their three children).

• Explain what you would communicate to the following people.
• Your Human Resources Department
• The local police
• The attendees at the conference (Would you continue the conference?)
• How will you notify Randy’s wife?
• If Randy’s wife and a few family members want to visit the location of Randy’s death, what would you do?
• What are some “guiding principles” that leaders need to follow in a crisis situation?

 Arsenic and Old Lace Case Study

Review the YouTube video, “ I’ll show them who is boss Arsenic and Old Lace.”   

Background Information

The Vernon Road Bleaching and Dyeing Company is a British lace dyeing business. It was purchased in bankruptcy by the father/son team of Henry and Richard Chaplin. Richard has been acting as “Managing Director” which is the same as a general manager or president of a company.

The company has had 50-to-150 employees with 35-to-100 being shop floor, production employees. The company produces and sells various dyed fabrics to the garment industry.

Gerry Robinson is a consultant who was asked to help transform methods of conducting business to save the company.

Jeff is the factory manager.

• What are Richard’s strengths and weaknesses as a leader?
• What could Richard have done to make the problems of quality and unhappy customers more visible to the workforce?
• What do you think Richard’s top three priorities should be for the next 12 months?
• What could Richard have done to motivate the workforce?
• Evaluate Jeff’s approach and effectiveness as a leader.

The book contains 16 case studies, four role-plays, and six articles. I hope you find some of the content useful and helpful in your efforts to teach leadership.

Click for additional leadership case studies and resources .

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NeuroLeadership Institute has been helping leading organizations transform their entire leadership development strategy. Watch Microsoft share its story:

[/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container][fusion_builder_container background_color=”” background_image=”” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.3″ background_repeat=”no-repeat” background_position=”left top” video_url=”” video_aspect_ratio=”16:9″ video_webm=”” video_mp4=”” video_ogv=”” video_preview_image=”” overlay_color=”” video_mute=”yes” video_loop=”yes” fade=”no” border_size=”0px” border_color=”” border_style=”solid” padding_top=”0px ” padding_bottom=”0px” padding_left=”0px” padding_right=”0px” hundred_percent=”yes” equal_height_columns=”yes” hide_on_mobile=”no” menu_anchor=”” class=”m-h-grd” id=””][fusion_builder_row][fusion_builder_column type=”3_5″ layout=”3_5″ last=”no” spacing=”no” center_content=”no” hide_on_mobile=”no” background_color=”” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”20px” padding_right=”20px” padding_bottom=”20px” padding_left=”20px” margin_top=”0px” margin_bottom=”0px” animation_type=”fade” animation_direction=”right” animation_speed=”0.3″ animation_offset=”” class=”font-fff” id=”” min_height=””][fusion_text]

[/fusion_text][/fusion_builder_column][fusion_builder_column type=”2_5″ layout=”2_5″ last=”yes” spacing=”no” center_content=”yes” hide_on_mobile=”no” background_color=”” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”top” border_size=”1px” border_color=”” border_style=”solid” padding_top=”0px” padding_right=”4%” padding_bottom=”0px” padding_left=”4%” margin_top=”0px” margin_bottom=”0px” animation_type=”fade” animation_direction=”down” animation_speed=”0.3″ animation_offset=”” class=”” id=”” min_height=””][fusion_title hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”font-fff pop-quote” id=”” content_align=”left” size=”1″ font_size=”” line_height=”” letter_spacing=”” margin_top=”0px” margin_bottom=”0px” text_color=”” style_type=”none” sep_color=””]

“When our executives speak externally, you will hear clarity, energy and success throughout all their talks, and it’s not because we’re coaching them. It’s because it’s just working so well.”

[/fusion_title][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container][fusion_builder_container background_color=”#d9dfe0″ background_image=”” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.3″ background_repeat=”no-repeat” background_position=”left top” video_url=”” video_aspect_ratio=”16:9″ video_webm=”” video_mp4=”” video_ogv=”” video_preview_image=”” overlay_color=”” video_mute=”yes” video_loop=”yes” fade=”no” border_size=”0px” border_color=”” border_style=”solid” padding_top=”30px” padding_bottom=”30px” padding_left=”4%” padding_right=”4%” hundred_percent=”yes” equal_height_columns=”yes” hide_on_mobile=”no” menu_anchor=”” class=”” id=””][fusion_builder_row][fusion_builder_column type=”2_5″ layout=”2_5″ last=”no” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”#ffffff” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”10px” padding_right=”10px” padding_bottom=”10px” padding_left=”10px” margin_top=”0px” margin_bottom=”0px” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ animation_offset=”” class=”” id=”” min_height=””][fusion_title size=”1″ content_align=”center” style_type=”none” sep_color=”” margin_top=”” margin_bottom=”” class=”” id=””]Leaders of this Initiative[/fusion_title][fusion_content_boxes settings_lvl=”child” layout=”clean-horizontal” columns=”1″ icon_align=”left” title_size=”” title_color=”” body_color=”” backgroundcolor=”” icon_circle=”” icon_circle_radius=”” iconcolor=”” circlecolor=”” circlebordercolor=”” circlebordersize=”” outercirclebordercolor=”” outercirclebordersize=”” icon_size=”” icon_hover_type=”” hover_accent_color=”” link_type=”” link_area=”” link_target=”” animation_delay=”” animation_offset=”” animation_type=”0″ animation_direction=”left” animation_speed=”0.1″ margin_top=”” margin_bottom=”” class=”content-box-padding-set” id=””][fusion_content_box title=”” icon=”” backgroundcolor=”” iconcolor=”” circlecolor=”” circlebordercolor=”” circlebordersize=”” outercirclebordercolor=”” outercirclebordersize=”” iconrotate=”” iconspin=”no” image=”/wp-content/uploads/2017/07/mcs9.png” image_width=”120″ image_height=”120″ link=”” linktext=”” link_target=”_self” animation_type=”” animation_direction=”” animation_speed=””]Joe Whittinghill General Manager, Talent, Learning, Insights Microsoft [/fusion_content_box][fusion_content_box title=”” icon=”” backgroundcolor=”” iconcolor=”” circlecolor=”” circlebordercolor=”” circlebordersize=”” outercirclebordercolor=”” outercirclebordersize=”” iconrotate=”” iconspin=”no” image=”/wp-content/uploads/2017/07/mcs10.png” alt=”Dr. David Rock of NLI speaking” image_width=”120″ image_height=”120″ link=”” linktext=”” link_target=”_self” animation_type=”” animation_direction=”” animation_speed=””]Dr. David Rock Director NeuroLeadership Institute [/fusion_content_box][/fusion_content_boxes][/fusion_builder_column][fusion_builder_column type=”3_5″ layout=”3_5″ last=”yes” spacing=”yes” center_content=”yes” hide_on_mobile=”no” background_color=”#ffffff” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”10px” padding_right=”10px” padding_bottom=”10px” padding_left=”10px” margin_top=”0px” margin_bottom=”0px” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ animation_offset=”” class=”” id=”” min_height=””][fusion_title size=”1″ content_align=”center” style_type=”none” sep_color=”” margin_top=”” margin_bottom=”” class=”” id=””]Microsoft’s Leadership Development Transformation[/fusion_title][fusion_text]

What is it like to go from overwhelming complexity to something much simpler?

Seeking to reinvigorate performance and innovation, Microsoft knew they had to dramatically simplify their outdated and complex leadership development process. The company had to go from “being a series of doers, to a series of learners”, Joe Whittinghill recounted at the 2016 NeuroLeadership Summit.

Having had “big success” transforming performance management with the help of NeuroLeadership Institute in the past, Microsoft enlisted NLI to help them completely rethink and dramatically simplify their leadership development platform. The aim was to create a leadership model informed by neuroscience, that would be simple, cohesive, sticky, and brief.[/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container][fusion_builder_container background_color=”” background_image=”” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.3″ background_repeat=”no-repeat” background_position=”left top” video_url=”” video_aspect_ratio=”16:9″ video_webm=”” video_mp4=”” video_ogv=”” video_preview_image=”” overlay_color=”” video_mute=”yes” video_loop=”yes” fade=”no” border_size=”0px” border_color=”” border_style=”solid” padding_top=”35px” padding_bottom=”25px” padding_left=”4%” padding_right=”4%” hundred_percent=”yes” equal_height_columns=”no” hide_on_mobile=”no” menu_anchor=”” class=”m-h-grd” id=””][fusion_builder_row][fusion_builder_column type=”1_1″ layout=”1_1″ last=”yes” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”” padding_right=”” padding_bottom=”” padding_left=”” margin_top=”” margin_bottom=”” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ animation_offset=”” class=”font-fff” id=”” min_height=””][fusion_title hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” content_align=”center” size=”1″ font_size=”” line_height=”” letter_spacing=”” margin_top=”” margin_bottom=”” text_color=”” style_type=”none” sep_color=””]

What Microsoft’s New Leadership Principles Look Like

[/fusion_title][fusion_text columns=”” column_min_width=”” column_spacing=”” rule_style=”default” rule_size=”” rule_color=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=””]

The final product was a framework that laid out three leadership principles, which underscored the company’s vision across every level – individuals, leaders, teams, and the broader organization:

[/fusion_text][/fusion_builder_column][fusion_builder_column type=”1_3″ layout=”1_3″ last=”no” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”#ffffff” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”20px” padding_right=”20px” padding_bottom=”20px” padding_left=”20px” margin_top=”” margin_bottom=”” animation_type=”fade” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” class=”these-principles” id=”” min_height=””][fusion_title size=”2″ content_align=”center” style_type=”none” sep_color=”” margin_top=”” margin_bottom=”” class=”” id=””]Create Clarity[/fusion_title][fusion_text]

• Synthesize the complex
• Define a course of action
• Ensure shared understanding

[/fusion_text][/fusion_builder_column][fusion_builder_column type=”1_3″ layout=”1_3″ last=”no” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”#ffffff” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”20px” padding_right=”20px” padding_bottom=”20px” padding_left=”20px” margin_top=”” margin_bottom=”” animation_type=”fade” animation_direction=”up” animation_speed=”0.3″ animation_offset=”” class=”these-principles” id=”” min_height=””][fusion_title size=”2″ content_align=”center” style_type=”none” sep_color=”” margin_top=”” margin_bottom=”” class=”” id=””]Generate Energy[/fusion_title][fusion_text]

• Inspire optimism, creativity, and growth
• Create an environment where everyone does their best work
• Build organizations that are stronger tomorrow than today

[/fusion_text][/fusion_builder_column][fusion_builder_column type=”1_3″ layout=”1_3″ last=”yes” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”#ffffff” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”20px” padding_right=”20px” padding_bottom=”20px” padding_left=”20px” margin_top=”” margin_bottom=”” animation_type=”fade” animation_direction=”right” animation_speed=”0.3″ animation_offset=”” class=”these-principles” id=”” min_height=””][fusion_title size=”2″ content_align=”center” style_type=”none” sep_color=”” margin_top=”” margin_bottom=”” class=”” id=””]Deliver Success[/fusion_title][fusion_text]

• Drive innovation people love
• Be boundary-less in seeking solutions
• Tenaciously pursue the right outcomes

[/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container][fusion_builder_container background_color=”” background_image=”” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.3″ background_repeat=”no-repeat” background_position=”left top” video_url=”” video_aspect_ratio=”16:9″ video_webm=”” video_mp4=”” video_ogv=”” video_preview_image=”” overlay_color=”” video_mute=”yes” video_loop=”yes” fade=”no” border_size=”0px” border_color=”” border_style=”solid” padding_top=”0px” padding_bottom=”0px” padding_left=”0px” padding_right=”0px” hundred_percent=”yes” equal_height_columns=”yes” hide_on_mobile=”no” menu_anchor=”” class=”” id=””][fusion_builder_row][fusion_builder_column type=”1_4″ layout=”1_4″ last=”no” spacing=”no” center_content=”no” hide_on_mobile=”yes” background_color=”” background_image=”/wp-content/uploads/2017/07/mcs11.jpg” background_repeat=”no-repeat” background_position=”center top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”0px” padding_right=”0px” padding_bottom=”0px” padding_left=”0px” margin_top=”0px” margin_bottom=”0px” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ animation_offset=”” class=”” id=”” min_height=””][fusion_text]

[/fusion_text][/fusion_builder_column][fusion_builder_column type=”1_4″ layout=”1_4″ last=”no” spacing=”no” center_content=”yes” hide_on_mobile=”no” background_color=”#000000″ background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”4%” padding_right=”4%” padding_bottom=”4%” padding_left=”4%” margin_top=”0px” margin_bottom=”0px” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ animation_offset=”” class=”font-fff” id=”” min_height=””][fusion_text]“In the end we weren’t sure if we were going to get laughed out of the room. But quite frankly, this has exploded like wildfire across the company.”

Joe Whittinghill

[/fusion_text][/fusion_builder_column][fusion_builder_column type=”1_2″ layout=”1_2″ last=”yes” spacing=”no” center_content=”no” hide_on_mobile=”yes” background_color=”” background_image=”/wp-content/uploads/2017/07/mcs12.jpg” background_repeat=”no-repeat” background_position=”center center” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”0px” padding_right=”0px” padding_bottom=”0px” padding_left=”0px” margin_top=”0px” margin_bottom=”0px” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ animation_offset=”” class=”” id=”” min_height=””][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container][fusion_builder_container background_color=”#d9dfe0″ background_image=”” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.3″ background_repeat=”no-repeat” background_position=”left top” video_url=”” video_aspect_ratio=”16:9″ video_webm=”” video_mp4=”” video_ogv=”” video_preview_image=”” overlay_color=”” video_mute=”yes” video_loop=”yes” fade=”no” border_size=”0px” border_color=”” border_style=”solid” padding_top=”30px” padding_bottom=”30px” padding_left=”4%” padding_right=”4%” hundred_percent=”yes” equal_height_columns=”yes” hide_on_mobile=”no” menu_anchor=”” class=”” id=””][fusion_builder_row][fusion_builder_column type=”1_1″ layout=”1_2″ last=”no” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”#ffffff” background_image=”” background_repeat=”no-repeat” background_position=”left top” hover_type=”none” link=”” border_position=”all” border_size=”0px” border_color=”” border_style=”solid” padding_top=”20px” padding_right=”20px” padding_bottom=”20px” padding_left=”20px” margin_top=”0px” margin_bottom=”0px” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ animation_offset=”” class=”” id=”” min_height=””][fusion_text]Learn more about NLI’s perspective on Leadership Development, and discover the underlying science that informed this strategy.[/fusion_text][fusion_text] Watch Dr. David Rock go into detail in this webinar: [/fusion_text][fusion_text]

[/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container][fusion_builder_container hundred_percent=”yes” overflow=”visible” padding_right=”0px” padding_left=”0px”][fusion_builder_row][fusion_builder_column type=”1_1″ layout=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding_top=”” padding_right=”” padding_bottom=”” padding_left=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none” last=”no” hover_type=”none” link=”” border_position=”all”][fusion_code]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[/fusion_code][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

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