A manufacturing company with revenues of over half a billion dollars was facing some significant changes within its industry. A strong leadership team comprised of experienced executives who tightly controlled all major functional disciplines led the company. All major strategies and decisions rested in the hands of this small group, most of whom had worked together as a team for several years. There had been virtually no formal management or leadership development of executives below this top tier. This, of course, placed the company in a vulnerable position with regard to long-term succession as they had done little in the way of developing management bench strength.
Camden suggested that the senior executive team spend some time together to define what types of leaders they would be looking for in the future. It was clear from this process that the leadership requirements were changing and that the types of skills that had made the senior team successful in the past were not the same skills that would be needed in the future. Camden was able to help the team define its leadership model for senior and mid-level executives of the future.
Once the new leadership model was established, dozens of managers were selected to participate in a new leadership development program designed and customized by Camden around the company's new model. The program had several key elements, including:
Senior executives were able to speak to the need for future leadership at the company and articulate the need for all managers to develop their own skills in preparation for growth and expanded responsibilities
In a two-day leadership workshop, the high-potentials and other key executives were told that the company had specifically targeted them for future leadership roles
Workshop participants were able to practice their leadership skills in a simulated environment
Managers were provided 360-degree feedback on their own skills and were assisted by Camden in the creation of a development plan to leverage their strengths and improve in areas where development was needed
Coaching was provided by Camden as the program participants implemented the strategies and tactics of their development plans
A Camden consultant facilitated the hand-off of coaching responsibilities to the participants' managers so there would be ongoing support for the development
Senior managers were held responsible for guiding their direct reports in the implementation of their individual development plans
The company discovered that this process was an effective and efficient way to jump-start the creation of a leadership development culture throughout its ranks of future leaders. Many managers were discovered to have skills that had not previously been recognized by executive management. Most participants were able to identify several developmental challenges that they could begin to work on in their existing roles. Finally, the senior executives took a special interest in assuming their responsibility for developing the future generation of leaders at the company.
Although our clients may experience similar challenges in leveraging the talent that exists within their organizations, their needs vary considerably depending on the particular situation.
