We are always reflecting on and evolving our programmes to meet our clients where they are and, crucially, help drive them to where they want to be. In this fourth and final part in our series on our leadership development programme deep-dive, we'll share how we undertake this design evolution process and what's next for the Enabling Leadership Transitions programme.

First, let's take stock of the ground we have covered in this series. In part one, we spoke about the all-important Foundation Stage where we garner that crucial engagement from sponsors and participants reflect and connect. Part two took us through the first module, Managing People and Teams, which focuses on emotional intelligence and leading team cohesion. Part three covered the next module, Leading Self and Others. Four years on from this programme’s inception, we now look ahead to its future and the mechanics behind its longevity. 

This programme was first launched during Covid. Leaders were no longer travelling, connection needed real intention, and organisational priorities pivoted to deal with the challenges of the pandemic. Therefore, our programme was virtual, focusing on regular contact over an 11-month period to create stability and maintain strong cohort connections. The programme design for this period recognized its transitional nature and would evolve post-pandemic to adapt to the new working world. 

Coming out of Covid, times had changed along with the client’s senior leadership. A new CEO meant new priorities and a nuanced change to key leadership capabilities. So, it was time to stop, reflect, investigate and evolve. 

Reflection and investigation 

What’s working? What needs to be continued and amplified? In today’s context what needs to be different? What kind of leaders does the organisation need? These are the kinds of questions we held as we went through the investigation phase. We consulted with the senior sponsors, we reviewed past participant feedback, we contemplated our own understanding of the organisation, and its direction informed by the many years we have worked together.  

The core foundation of the programme of good people management, emotional intelligence, building relationships, empowering and enabling others, performance management and coaching remained relevant. However, to ensure maximum impact for the client we identified key changes that needed to be made.  

Flexibility for the modern leader on the move 

During Covid, we built in multiple touchpoints to reinforce connections in an isolated time. Post-Covid, however, our transitioning leaders were travelling again and very stretched for time. We also found that what participants really wanted was deeper connection. So, we changed the programme to strip away a lot of the touchpoints and instead focus our effort on creating wholly immersive experiences in 4 day in-person workshops.  

This reduction in touchpoints also meant a reduced lead-in period for participants, enabling last-minute additions to the cohort. It was crucial to streamline and simplify delivery without compromising the learning experience. Although we had fewer touchpoints, each interaction was rich and thoughtfully designed. This streamlining brought the duration of the programme down from eleven months to four. 

Amplifying the cohort as a key learning resource 

Peer to peer learning is invaluable – no one understands what a participant is experiencing better than a fellow participant. In the new programme, participants spend quality time together during in-person workshops, with dedicated time for networking and bonding. There is also space for workshopping live issues together, pooling experience and perspectives to make real progress on sticky challenges.   

A programme designed for maximum impact

Our programmes are designed to enable leaders to meet the business imperative and deliver on strategy. The new CEO had called out cross-business and cross-organisational collaboration as a key enabler of organisational success – so we introduced learning around collaboration and influencing across boundaries. 

In our redesign, we were also looking to increase the practical side of learning. This meant creating more opportunities for leaders to bring live cases to the group and to actively implement their learning in live cases and report back.  

Finally, it’s crucial that we maximise value for our clients. The redesign of touchpoints meant we could ensure that cohorts had the best chance of being fully subscribed, allowing for last minute additions should drop-outs happen. The client also needed a more agile programme and reflective cost to fit with their new strategic priorities, so we developed a programme that best suited their need now and into the future.  

This process of design evolution was of great importance to our client, and demonstrates our relational approach to leadership development. As practitioners we are always listening – to the participants, to the sponsors, to the wider organisational context and need. We are now running our first cohorts through this new programme and are excited to see the positive impact it has for our client.