What was needed …
A major division of the federal government was seeking to build up the leadership development capability of its management team. This organization had been through a widespread transition in the previous two years, and as a result, people development had not been a high priority. The divisional Director now wanted to equip her management team with the tools they needed to be effective leaders so that they could create positive working environments and motivate their staff to greater performance and productivity.
What Merge did …
Merge met with the Director and two senior staff members several times to conduct a needs analysis and establish training objectives for this leadership development initiative. It was jointly determined that the optimal training would consist of an initial three-day leadership retreat and a second one-day follow-up session approximately nine months later, both facilitated in-person by Merge. In the period between the first and second training sessions, Merge would also virtually guide the managers through a weekly leadership journaling exercise.
Merge delivered both the first and second learning programs using recognized and established training methods to ensure knowledge transfer and retention by the managers who attended. In each program, she had the managers establish action plans to increase the frequency and intensity of applying what they learned. She created a customized Learning Guide, designed as an interactive tool rather than a text book, meant to enable learning through activities and exercises. At the end of the first three-day retreat, she helped the managers formally establish peer relationships to provide ongoing support for any upcoming or unexpected challenges. Between the first and second sessions, she guided the managers through the ongoing creation of personal “leadership journals”, designed as hands-on interactive tools to encourage and facilitate introspection and continued learning, and to create accountability for intended behavior change and action.
What were the results …
These public service managers were able to honestly assess their leadership strengths and abilities, and pinpoint opportunities for improvement within a positive, supportive and introspective environment. As a result, they obtained specific and practical tools to help them become better leaders. Further, they were able to embrace their roles as agents of change in the federal government by acquiring specific skills to facilitate upcoming change initiatives in their departments. Formal evaluations and anecdotal evidence verified that there was a marked increase in confidence and skills between the initial three-day retreat and the final follow-up session nine months later. Here is what the Divisional Director had to say – “My management team raves about Merge. She effortlessly reconciles theory with practical experience and offers sound practical advice coupled with exceptional insight.”