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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 participant’s own day-to-day challenges, and in addition, we will include the participant’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.

https://youtu.be/B_UiSSW_pAY
Introduction to Leadership Pipeline

Success Story – Leadership Pipeline programs in Swedbank

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

Case Study – Industrial Engineering

Backed up by data

Based on participants day-to-day challenges

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 “knowing best”
  • Avoids tough conversations with direct reports
  • Takes over direct reports’ 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

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.

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.

Functional Leader

The one thing that often prevents business managers from fully stepping into their strategic roles is that their direct reports – the functional leaders – 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

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.

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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