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Leadership Programs

Data-driven leadership development at every level of management

Leadership Pipeline Institute has road-tested programs with a long track record in terms of proven learning impact. Everything in the programs is based on the participantā€™s own day-to-day challenges, and in addition, we will include the participantā€™s direct manager in the learning process. Instead of the participants bringing the training back to the job, the participants bring their job into the training.

These programs clarify the specific responsibilities and performance expectations of leaders and ensure that they develop the right work values, time application and skills in order to be successful in the role.

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Introduction to Leadership Pipeline
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Success Story – Leadership Pipeline programs in Swedbank

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Value for the participant:

  • A clear understanding of their role and responsibilities as a leader
  • Practical learning through their own day to day challenges
  • The knowledge from the program is directly and immediately applicable when they return to their job
  • The learning path is measured and backed up by data
  • Validated track record of creating lasting change in terms of knowledge, attitude and behavior
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Case Study – Industrial Engineering

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BACKED UP BY DATA

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BASED ON PARTICIPANTS DAY-TO-DAY CHALLENGES

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VALIDATED TRACK RECORD OF CREATING LASTING CHANGE

Leading Others

Leaders of others are your front-line managers. They lead approximately 80-90% of all employees in the organization. This makes them a critical workforce. Leaders of others have the single highest day-to-day impact on engagement, motivation, attitude, job satisfaction, quality, and employee retention.

In the program, we will support leaders in overcoming the typical transition issues for leaders of others. As you will probably notice, these are behaviors you also see with more experienced leaders of others.

  • Micromanages instead of delegating
  • Competes with direct reports about ā€œknowing bestā€
  • Avoids tough conversations with direct reports
  • Takes over direct reportsā€™ work rather than letting them do their own job
  • Feels that questions from direct reports are a disturbance rather than an opportunity to coach and develop them
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Key topics in the program

Below, we have illustrated some of the core content of a typical leading others transition program. The entire 4-day program ties directly into the job that needs to get done for a leader of others.

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Key Topics in the Program

Below, we have illustrated some of the core content of a typical leading leaders transition program. The entire 4-day program ties directly into the job that needs to get done for a leading leader.

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Leading Leaders

The leader of leadersā€™ role is the most neglected role across organizations. Part of the problem is the false assumption that there is little difference between the role of leader of others and the role of leader of leaders. Hence, an experienced leader of others should supposedly be able to easily step into the much more significant leader of leadersā€™ role.

In the program, we will support leaders in overcoming the typical transition issues for leader of leaders. As you will probably notice, these are behaviors you also see with the more experienced leader of leaders.

  • Fails to develop their direct reports into effective leaders
  • Holds direct reports responsible only for technical proficiency
  • Follows up directly on individual contributors instead of following up through the leader of others
  • Focuses only on own unit and does not value building relationships and working across the value chain

Functional Leader

The one thing that often prevents business managers from fully stepping into their strategic roles is that their direct reports ā€“ the functional leaders ā€“ do not fill their roles.

In the program, we will support leaders in overcoming the typical transition issues for functional leaders. As you will probably notice, these are behaviors you also see with more experienced functional leaders.

  • Focuses only on own function instead of being truly interested in peer functions.
  • Prefers spending time with people from own function rather than with his/her peer functional leaders and the business leader.
  • Fails to contribute actively to the business strategy.
  • Considers only well-known areas of the function to be important.
  • Takes care of short-term results without preparing for long-term results
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Key Topics in the Program

Below, we have illustrated some of the core content of a typical functional leader transition program. The entire 4-day program ties directly into the job that needs to get done for a functional leader.

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Key Topics in the Program

Below, we have illustrated some of the core content of a typical emerging leader transition program. The 2-day program ties directly into the job that needs to get done for an emerging leader.

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Emerging Leader

The startling statistics for new leaders: Outright failure in the first 18 months is estimated to range between 38% and more than 50%.

Based on the Leadership Pipeline principles, the 2-days Emerging Leader program is designed to increase success for both the individual and the organization by preventing wrong career choices and preparing potential leaders as realistically as possible for an actual leadership role.

Value for the participant:

  • Helps to make an informed decision about whether the leadership career is the right path for them to pursue
  • Gives insight into what it takes to successfully transition into a leadership role
  • How to uniquely create value as a leader

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