LEADERSHIP PROGRAM DESIGN CONSULTING

Jay works with clients who wish to build sophisticated executive development programming for their high potential leaders. He has partnered with over fifty organizations to design customized leadership programming. Recognizing that leadership demands and capabilities vary by organization, he begins with an in-depth assessment to identify the unique leadership requirements for each organization. From there, he works with company executives and their leadership development directors to customize the learning experiences that instill and reinforce the critical behaviors and mindsets required by the organization’s leaders. Jay has expertise across the broadest range of learning formats and pedagogies from action learning to self reflection exercises to case studies to assessments to project based formats. His broad network of colleagues in the executive education field allows him to assemble the highest calibre faculty talent for your programming. His expertise in teaching executives and CEOs how to be effective presenters in leadership development programs allows him to leverage your internal talent as faculty. For more information on how you can work with Jay in this capacity, use the button below. 

CLIENTS INCLUDE

• Amgen

• Avery Dennison

• Australian Institute of Management

• Bank of America

• Bayer

• BDO

• BHP

• Blackrock

• Conoco Phillips

• Deloitte

• El Paso Foundation

• Gannett

• Getty Leadership Institute

• Gilead

• Kaiser Permanente

• Keybank

• Lockheed Martin

• Marriott International

• Mayo Clinic

• National Institutes of Health

• New York Life

• Northrop Grumman

• Oracle

• Pepsico

• Phillips 66

• RBC

• Ricoh

• Sempra Energy

• St Jude Hospital

• T Rowe Price

• UBS

• Wellington Management

• YMCA

CLIENT STUDIES

CLIENT A

Challenge:
This professional services firm faced a critical shortage of talent in its leadership pipeline at the managing director level. Due to rapid growth, there was an urgent need to undertake large scale development efforts as quickly as possible. The objective was to train several hundred managing directors over a five year horizon to step into partner roles where they would become the future leaders of the firm.

Solution:
Jay interviewed seventy senior and emerging leaders to formulate a three part competency framework that addressed the organization’s leadership demands across three levels:

1) the individual level where directors needed to be more self aware of strengths and gaps and develop a set of core leadership skills and,
2) the level of peers where directors needed to build stronger and more extensive peer networks to ensure a responsive client experience and to accelerate the deployment of firm-wide initiatives, and
3) the firm level where directors needed to role model more consciously the organization’s culture.

Jay designed a nine month learning experience for this client which consisted of three core modules (representing each level of demands) with individual development and project work between each module. The program components included a customized 360 survey, formal coaching, peer based learning experiences, executive education, and partner and client presentations. This program is now in its six year.

CLIENT B

Challenge:  This insurance company faced a wave of executive level retirements in addition to strong growth demands - these factors led to a wave of external hires and  accelerated promotions from within to the executive ranks. The objective was to ensure that the newly promoted executives were successful in their transition given the CEO’s desire for them to be effective culture carriers as well as true enterprise leaders.

Solution:
Working with the internal leadership development team, Jay and his partners developed a ‘transitioning to executive’ program. Programming was designed around learning experiences that involved the firm’s CEO, role model executives, and executive education on the dynamics of leadership transitions, the demands of executive leadership, the sources of executive derailment, the firm’s cultural requirements and personal development planning. This program is now in its seventh year.

CLIENT C

Challenge: This energy company wanted to recognize and hone the leadership capabilities of its directors. There was a growing concern that only a limited number of individuals were exhibiting leadership behaviors and that this rank’s default mode was managerial.

Solution:
Jay conducted extensive internal interviews to identify five specific leadership demands facing individuals at the director level as well as three demands that were required at the next level of promotion. A customized 360 assessment was designed to provide feedback to all participants on their current capabilities across the eight demands. Executive education modules were created to teach each of these capabilities using a blend of action learning, case studies, personal reflection and development planning exercises, and executive teachers. Spanning one year with multiple learning modules, participants develop and achieve learning goals between executive education programming. This program is now in its twelfth year.