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Designing a Leadership Development Program: A Case Study
First Consulting Group (FCG) provides a model for establishing a comprehensive leadership development program. The firm, which fostered a collegial culture with broad participation in company-wide issues, undertook a structured process to address its leadership development needs, culminating in the "Leadership First" program.
Gaining Executive Commitment
The initial and most critical step in the design process was educating the Executive Committee. This was essential to build a shared understanding of the issues associated with implementing such a program and to secure their commitment for the necessary financial and personal resources required for its success.
Establishing a Leadership Development Task Force
In June 2000, FCG formed the Leadership Development Task Force, a group of 18 Vice President and Director-level members. This approach aligned with the firm's history of using cross-functional teams to create organizational processes.
Guided by leadership expert Warren Bennis, the task force conducted a comprehensive assessment of the organization’s leadership strengths, weaknesses, future challenges, and requirements. Through offsite work sessions and research, the group produced a recommended framework for the Leadership First Program.
Key Recommendations for a Leadership Program Framework
The task force presented a set of recommendations to the Executive Committee for the pilot program. These recommendations provided a holistic structure for identifying and developing future leaders.
1. Program Infrastructure
- Appoint a dedicated program steward to oversee the initiative.
- Link desired leadership attributes to the Professional Compensation and Development System (PCADs).
- Select appropriate 360-degree assessment tools and classroom training resources.
- Begin using the defined leadership attributes in the recruitment process immediately.
2. Leadership and Succession Planning
- Incorporate a needs assessment and integrate development with Business Unit plans.
- Ensure the succession planning process complies with diversity initiatives.
3. Nomination and Selection Process
- Structure the nomination process around required FCG leadership behaviors.
- Widely publish program guidelines, timelines, and selection criteria.
- Allow for self, coach, and Business Unit nominations to encourage broad participation.
- Select 10-12 Vice President/Director participants for the pilot program based on the defined criteria.
4. Individual Development and Assessment
- Employ 360-degree assessments to define each participant's skills and growth areas.
- Provide objective, external analysis of assessment feedback reports.
- Train managers and coaches to understand assessment results and provide effective feedback.
- Build individual development plans that involve coaches and directly incorporate assessment feedback.
5. Learning and Reinforcement
- Formal Classroom Learning: Utilize both internal and external leadership development classes, including an Executive MBA style with business problem projects.
- Action Learning: Supplement classroom learning with mentoring, business projects, cross-training, job rotation, and specific readings.
- Continuous Feedback: Reinforce learning through a continuous feedback loop involving progress assessments, mentoring, 360-degree feedback, and performance reviews.
- Alumni Functions: Host periodic learning activities and social events for program alumni to foster a continued sense of team and ongoing development. '''