This document outlines a sample agenda and the guiding principles behind GE Capital’s Executive Leadership Development Symposium (ELDS), offering a model for intensive, context-driven leadership training.
Program Philosophy and Core Components
The ELDS program was designed to move beyond theoretical behaviors and ground leadership in a moral foundation and practical application. It integrates multiple feedback tools, coaching, and real-world business cases to build effective leaders.
Grounding Leadership in Principle
The program begins by establishing that true leadership is based on a moral foundation and a set of principles, not just behaviors. This sets a powerful tone, causing participants to reflect on their own guiding principles as they prepare to expand their leadership roles.
Feedback for Future Growth
360-degree feedback is a core component, but it is framed to be forward-looking. Instead of focusing on past mistakes, the process helps participants understand what they need to work on to meet future business challenges. This approach removes the threat from the 360 process and connects leadership growth directly to business context.
The Strategic Value of Internal Coaches
The program initially used external coaches but switched to internal Senior Human Resource Managers. This was a vital change, as internal coaches understand the business context, values, and culture. They provide more valuable coaching and build relationships that often continue long after the program, which also gives the HR managers valuable experience as executive coaches.
Integrating Multiple Data Points
To provide a comprehensive view, the program uses three correlated assessment instruments:
- 360° Feedback: Gathers multi-source feedback on performance.
- Myers-Briggs Type Indicator (MBTI): Explores personality and its impact on leadership and teamwork.
- Leadership Impact (L/I) Survey: A 360-style tool that provides additional data points.
The strong correlation between these tools reinforces key messages and prevents participants from dismissing the feedback.
Peer Coaching and Action Planning
The program adapts Marshall Goldsmith’s coaching model, where participants select one area for improvement and receive practical suggestions from their peers. This exercise reveals that they share similar challenges and fosters a peer coaching environment that lasts for the rest of the week and beyond.
Driving Change with an Organizational Analysis (OA) Model
On days three and four, the focus shifts to organizational leadership. Participants learn and apply an OA model—a systems-thinking framework for diagnosing business issues and driving strategy. This tool builds on Six Sigma principles to enable a holistic analysis of an organization.
Learning Through Real Business Cases
Instead of academic case studies, teams work on a live, pressing business issue currently facing the company. They use the OA model to analyze the case and present recommendations to senior leadership. This real-world application makes the learning more impactful and ensures team behaviors are authentic, providing a powerful learning experience.
Sample 5-Day Executive Leadership Development Agenda
| Time | Day 1: Monday | Day 2: Tuesday | Day 3: Wednesday | Day 4: Thursday | Day 5: Friday |
|---|---|---|---|---|---|
| Morning | 9:30-10:30 Opening & Program Framework<br>10:30-12:15 Foundation of Leadership | 8:30-8:45 Morning Pulse<br>8:45-10:15 Leading a New Business<br>10:30-12:00 Leadership Behavior & Org. Performance | 7:30-8:30 Coaching Breakfasts<br>8:30-8:45 Morning Pulse<br>8:45-9:45 Intro to OA Model<br>9:45-12:15 Team Discussion of Analysis | 7:30-8:30 Coaching Breakfasts<br>8:30-8:45 Morning Pulse<br>8:45-10:00 Q&A with Case Owner<br>10:15-12:00 Team Case Analysis | 7:30-8:30 Coaching Breakfasts<br>8:30-8:45 Morning Pulse<br>8:45-9:45 Challenge Rounds<br>9:45-12:00 Prepare Final Report-Out |
| Lunch | 12:30-1:30 Lunch | 12:00-1:45 First Impressions Exercise | 12:30-2:00 Leadership Challenges | 12:15-2:00 Leadership Discussion: Driving Growth | 12:00-1:30 Lunch: Final Team Feedback |
| Afternoon | 1:30-2:15 Building the GE Brand<br>2:15-4:30 Business Challenges Discussion<br>4:30-5:30 360° Feedback & Coach Intro | 2:00-4:00 MBTI & Team Performance<br>4:15-6:00 Luxor Case & Coaching Model | 2:15-3:00 Prep for Report Outs<br>3:00-3:45 Report-Outs<br>4:00-5:00 Team Huddle<br>5:00-6:00 Coaching Meetings | 2:00-5:30 Business Case Work<br>5:30-6:30 Coaching Meetings | 1:30-2:00 Rehearsal<br>2:15-4:00 Final Report-Out & Dialogue<br>4:00-4:30 Group Photo & Evaluation |
| Evening | 6:00-7:30 Fireside Chat: Building a Career<br>7:30 Dinner | 6:30-8:00 Dinner/Coach Meetings<br>9:00-10:00 Coaching Meetings | 6:00-9:00 Offsite Dinner & Fireside Chat | 6:30-8:00 Fireside Chat: Driving Six Sigma<br>8:00 Dinner/Coaching Meetings | Program Concludes |
Program Conclusion and Key Lessons
The program concludes on day five with final report-outs to senior leadership, where teams present their business case recommendations. Many of these suggestions have been successfully implemented within the company. Participants also finalize their personal development plans and reflect on their leadership lessons learned.
This model demonstrates that the most effective learning occurs when:
- It is tied to a real, important business issue.
- Team behaviors are observed and coached in a high-stakes context.
- Leaders get a clear view of how their actions align with their professed values.