Leadership learning and development
The CEO recruited a talented senior team, hungry for advanced
learning in their field and beyond. She sought to engage the team
in a new exploration of leadership learning, wanting the group to
co-design a "toolkit" built upon a flexible set of individual
learning paths that could also contribute to higher levels of
collective learning, strategic thinking about the future, and a
more trusting, resilient organization culture.
Some of the leadership team were not as actively engaged in new
learning, so the group had not reached high performance levels
resulting in barriers to innovation, leadership development, and
optimal effectiveness-not just for the organization but for the
benefit of the region served.
Among the senior team, create a strong fit of leadership
learning practices and a heightened commitment to catalyzing a
regional vision of health and well-being fueled by
- Design the architecture and scaffolding of a leadership
development model and an initial set of core concepts and learning
- Provide a structure for engaging the leadership team in an
assessment of its current individual and collective capacity and
learning pathways about leading change and expanding health and
wellness for people in the region;
- Develop a collective understanding of the organization's
leadership theory and principles and greater commitment to a
leadership learning program tied to ongoing coaching from the CEO.
This will solidify focus, improve agility, and reduce the level of
creative conflict that had bubbled up across the organization;
- Support the CEO to develop a 5-year organizational vision and
leadership development plan. These can help shape a roadmap for
eventual CEO succession.
- Organizational culture moved intentionally toward developing
and reinforcing resilience by widening the circle of colleagues
engaged in strategic learning about leading change in its
- Leaders understood and more clearly articulated the
relationship of philanthropy to the emerging collective vision of
the region's well-being.
- The CEO had key concepts and tools for expanding and sustaining
leadership development internally and enriching external
collaborations to increase investments in the region's health.
Regional vision and long-term business scenario development,
plus a clearly articulated organizational theory of change, have
led to the leadership team's sharper strategic analysis and to
opening the board's perception of the need to act bigger and adapt