IMPACT Conference

Allison Manswell

Director, Learning

Designing an Effective Mid-Level

Leadership Program

Business Case: Why focus in the middle?

• Research supports the value of investing in this population– Strong first-level leaders will self-select into mid-management; weaker ones will

remain at that level– They have significant influence on strategy execution, business results and

employee engagement– They are critical to post-recession recovery

• There tends to be limited focus on this level of the leadership in many organizations

• Feedback from first-level leaders indicate their bosses could benefit from additional leadership training

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“Because of their placement in organizations, mid-levels are now recognized as the logical translators of senior leadership’s strategic objectives into actionable goals specific to their function.”

Source: DDI World: Mid-level Managers: The Bane and Salvation of Organizations

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Current State: Where are our leaders now?• As an organization:

– What specific competencies do we need?– What areas of leadership strength already exist?– What areas for improvement have already been identified?– Where does this data exist already?– What is the best solution?

• As individuals:– What are their personal gaps?– What strengths can be leveraged?

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Desired State: Where do we need to be?

Aligned with the Leadership Framework

Path Forward: How do we get there?

1. Analyze Validate our training needs

2. Design content structure

3. Develop course content

4. Implement training program

5. Evaluate course effectiveness

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Our Solution: Leaders Developing Leaders Program

Overview:LDL is the CE

leadership development program

that focuses on essential business

skills from an enterprise-wide

perspective

Business & Financial Acumen

Strategic Thinking & Execution

Interpersonal Skills

Diversity, Inclusion & Teamwork

Leading Change

Self- Awareness,Skill Building &

Application

Our Feedback: What did they gain?

• Content areas: met participant needs• Business simulation: very effective in its ability to focus participants on

specific areas of business acumen and create a realistic learning laboratory• 360 Assessment in advance and Individual Coaching: seen as a valuable

addition; received requests for on-going interaction with coaches• Facilitation and Program Administration: noted as a strength• Evaluation Data:

• Program Attendance: 88% of projected attendance• Evaluation Response Rate: Varied from 60-78%• Overall Rating: 88% rated Program 4+ (on a 5-point scale)

Our ROI: How will we measure it?• Program Costs

• Projected vs. Actual Cost• Projected vs. Actual Enrollment: Economy of scale achieved

• Movement of Talent• Attrition of participants post-merger (voluntary/involuntary)• Promotion of participants 2-3 years after enrollment

• Performance of Participants• Pre vs. Post Performance Rating

• Personal Improvements based on 360 feedback comparison

Summary: What Do You Need to Solve For?

• What do you need from your mid-level leaders?

• What data already exists in your organization to indicate gaps?

• Who do you have available to manage or implement the process?

• What format would work for your business?

• What metrics make sense for you?

Allison.Manswell@Constellation.comDirector, Learning

Constellation Energy(410) 470-3786