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Executive Development
Developing support for employees who are moving from “leading managers” to “leading the function or department” requires a flexible design approach that allows for contextual experiences that are often customized for their specific challenges. For front-line leaders, the focus is on learning how to navigate the business, teaming skills, and EQ. Whereas the emphasis for the executive staff is centered more on strengthening an individual’s presence as a leader coupled with opportunities to strengthen strategic decision making.
My work extends to developing programs for both emerging and in-role executives.
Selected Projects
1. Trust
Summary: An organization-wide campaign, fueled by Directors and VPs, created to elevate trust building on teams targeting all people leaders
My Role: Program Lead
Audiences: Director to VP (targeting all people leaders)
Modalities: Design thinking sessions, video interviews, vodcasting, webinars
Business Issue
Both internal evaluations (Global Employee Opinion Surveys) and external evaluations (Great Place to Work) evaluations revealed low scores in “employee trust in leadership” throughout the organization.
Objectives
Identify root causes for low employee opinion scores around “trust of leadership”
Elevate “trust-building” across functions
Curate real leadership stories
Recommend and socialize best practices for building trust
Launch campaign with data and analytics
Results: Launched vlog with over 130 best practices. Received overwhelmingly positive feedback from senior leaders and HRBP communities. Campaign resources requested at various global sites.
Skills Used: Influencing without authority, decision making, vendor management, inspiring and motivating others, facilitation
2. VP Summit
Summary: Networking and enrichment program supporting VP Summit events
My Role: Digital Architect
Target audience: VPs
Modality: Live workshops, video, email, web
Business Issue
The Isolation of functional decision making by leaders hindered product development timelines, slowing progress toward commercial launches.
Objectives
Unify VP attendees post Summit
Catalyze cross-business unit exchange
Expose thought leadership
Results: Established brand value for “not-to-miss leadership summit event”. Created searchable archive for keynote speaker replay. Launched one new summit topic per quarter. Supported a growing cohort (from 12 to over 150 leaders in 20 months).
Skills Used: Platform design, strategic partnering
3. Leading in a Global Enterprise
Summary: A cohort-based intact program designed to target mindsets and behaviors in service of exceptional business results and leadership excellence
My Role: Facilitator Trainer, Cohort Experience Design
Target audience: Senior Director to VP
Modalities: ILT, online communities
Business Issue
Newly organized global leaders felt disconnected from each other and from virtual counterparts. Senior leaders lacked opportunities to develop and test new strategies in front of peers for business development.
Objectives
Eliminate us vs. them mentality
Adopt a growth mindset when working with partner functions
Design new communication protocols
Leverage technology to improve communications
Results: Evals 4.6 - 4.9, touted as “best in class” leadership development, often noted as the “reason for my promotion”.
Skills Used: Influencing without authority, vendor management, inspiring and motivating others, facilitation