Customized Development Programs
LEADERSHIP FRAMEWORK
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DESIGN
PRINCIPLES
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DESIGN
PROCESS
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DESIGN
ELEMENTS
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SAMPLE PROGRAMS
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Leadership Framework
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For over ten years, we’ve had the honor of working with leaders across the country and throughout mission driven organizations on their leadership development . Out of this experience, the Leadership Framework illustrates our understanding of the capabilities leaders need for themselves, their teams and their entire organization.
We use this model as a frame of reference for all the work we do, in coaching and in designing leadership development opportunities. The framework applies to the work leaders do to develop themselves, their teams and their organizations. The bottom half of the framework highlights the foundational capabilities necessary for a healthy organization. These capabilities focus on the people within the organization. |
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CULTIVATING is consciously tending to the culture of the organization. What are the norms regarding, for example, communications, time, conflict, accountability, dress code and decision-making. Each practice can either encourage or inhibit CONNECTING and DEVELOPING. Connecting is intentionally fostering healthy relationships with candor and authenticity. Developing is creating constructive practices of reflection, experimentation and adaptation to support learning and growth.
The top half emphasizes capabilities that support the continuous evolution of the organization. These capabilities focus on the impact of the organization in the world.
VISIONING defines what you and your organization are trying to accomplish now and in the future. What impact do you want to have on the world? What values do you need to cultivate to get there?
Realizing VISION requires balancing STEWARDING with INNOVATING - Stewarding is caring for yourself, your team, your colleagues, as well as caring for the financial and capital resources of the organization. Innovating is responding creatively to new information, opportunities and challenges in your environment and making changes accordingly. A balance between the two prevents stagnation at one extreme and continuous disruption at the other.
The top half emphasizes capabilities that support the continuous evolution of the organization. These capabilities focus on the impact of the organization in the world.
VISIONING defines what you and your organization are trying to accomplish now and in the future. What impact do you want to have on the world? What values do you need to cultivate to get there?
Realizing VISION requires balancing STEWARDING with INNOVATING - Stewarding is caring for yourself, your team, your colleagues, as well as caring for the financial and capital resources of the organization. Innovating is responding creatively to new information, opportunities and challenges in your environment and making changes accordingly. A balance between the two prevents stagnation at one extreme and continuous disruption at the other.
In our coaching, we reflect on these leadership capabilities and help our clients focus where they desire to expand their competencies.
In designing our leadership development programs, we use this as a frame of reference to help a client determine how to best meet their needs.
We’d love to speak with you about your leadership journey and developing leaders in your organization.
In designing our leadership development programs, we use this as a frame of reference to help a client determine how to best meet their needs.
We’d love to speak with you about your leadership journey and developing leaders in your organization.
Design Principles
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We approach our learners with humility and compassion.
Deep trust and respect for our clients and the learner lie at the heart of our programs.
Learners learn best when they are present in the moment and ready for learning.
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Our learners make meaning within the context of their organizations and their roles.
We believe that learning is a dynamic process that calls for adaptability and flexibility.
Meaningful learning is an iterative process that evolves over time.
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Design Process
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Discovery and Assessment
Our process starts by learning about the client. We want to understand the developmental needs, broader context and aspirations of the targeted audience. We use one-on-one interviews, focus groups and/or surveys to understand the what characterizes exemplary leadership in the organization and the biggest challenges to developing those leader capabilities. |
Learning Objectives and Design
With a clear understanding of the client's needs, we develop learning objectives and identify meaningful, relevant content to address the specific competency gaps. We then design cohesive learning experiences that incorporate the CCC learning design principles. |
Evaluation
Like our cohort participants, we are committed to ongoing learning and improvement. We seek feedback throughout a program to adjust to the learning styles and dynamic of the group. We conclude each program with a thorough evaluation so that we can make the next offering even better. |
Design Elements
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Assessments
All development begins with self-awareness. Through self-assessments such as MBTI, the Harrison Assessment or multi-perspective feedback instruments such as Center for Creative Leadership 360s or Leadership Agility 360, learners collect the information they need in order to set informed goals. Coaching
Coaching allows focus on each individual’s unique goals and challenges. Depending on the organizational context, it can be provided by external or internal coaches, and/or built into the development process as peer coaching. |
Retreats
Half-, full-, and/or multi-day events are opportunities for deep learning and relationship building across the cohort. Off-site gatherings in a new location make it easier to let go of routines and distractions. Action learning projects
Most learning about behavior and impact comes through reflection on real life experiences. Action learning projects, where small groups of participants are given meaningful, short-term, institutional projects, create a space for experimenting with new leadership behavior and receiving valuable feedback, all while gaining a broader understanding of the institution. |
Workshops
Periodic workshops, ranging from an hour to a full day, are designed to provide “just-in-time” insights and skill development. These highly interactive sessions draw on the institution’s internal resources for exemplary speakers and subject matter experts. |
Sample Customized ProgramsManagement Development Lab (MDL)
What is the Management Development Lab? The Management Development Lab (MDL) program is a virtual learning experience designed to foster leadership skills within a supportive community of peers. Participants engage in both full-group facilitated sessions and smaller, participant-led learning groups, allowing for diverse interactions and in-depth discussions. MDL is ideal for higher education professionals who: ● Have at least 2-3 years of experience managing and ● Have at least 2-3 years of experience managing and leading staff ● Are ready to engage in the self discovery that is critical to developing as a manager and leader ● Are curious about learning with peers from across higher education The program emphasizes practical application, with meaningful content and activities that participants can immediately implement in their work environments. Additionally, each participant benefits from a one-on-one coaching session with a CCC coach facilitator. Delivered via Zoom, the MDL program is cost-effective and requires a time commitment equivalent to one week of work, distributed over 7-8 months, making it accessible and manageable for busy professionals. |
Bench Strength
What is The Bench Strength Program? The Bench Strength Program is a comprehensive initiative designed to cultivate future senior leaders within any organization. Participants, nominated by their managers and endorsed by senior leadership, are individuals who have exhibited exceptional leadership abilities in their current roles and possess the potential for further advancement. The year-long program entails 30 hours of guided programming and 10 hours of individual work, divided into several key components. It begins with a 2-hour introductory meeting with a leadership coach, followed by an online 360 assessment to identify critical leadership competencies. Participants also benefit from personalized coaching sessions, including development planning and manager-participant-coach meetings. The curriculum comprises six 3-hour workshops covering four leadership and two higher education topics, and culminates in a 2-hour capstone event with presentations. The senior leadership’'s commitment to participants' growth underscores the program's value in preparing them for future leadership roles. "The Quinnipiac Leadership Bench Strength Program significantly enhanced my leadership skills by providing me with valuable tools for self-awareness, team dynamics, and strategic decision-making. Through hands-on experiences, mentorship, and targeted development opportunities, I gained a deeper understanding of my leadership style and how to adapt it to various circumstances. This program has empowered me to lead with greater confidence, empathy, and effectiveness in both personal and professional settings."
Bench Strength Program Participant, Quinnipiac University |
Curious to learn more about these programs, or how we might work together
to design a program that meets your needs? Contact us here.
Thank you for such a valuable professional development program. As new chairs, we have so much to learn about ourselves, our colleagues, and the challenges that might arise. Your program helped me to think more strategically and reflect more thoughtfully on my role as chair.
Tom Ksiazek, PhD, Associate Professor, Villanova University
This was very valuable to me. Kande really listened to each of our concerns and tailored a program that was well suited to exactly the kinds of questions we had. Far more (and far better) than a generic one-size-fits-all "leadership training," these sessions began with our concerns and brought practical tools that could help.
Professor, Villanova University
Tom Ksiazek, PhD, Associate Professor, Villanova University
This was very valuable to me. Kande really listened to each of our concerns and tailored a program that was well suited to exactly the kinds of questions we had. Far more (and far better) than a generic one-size-fits-all "leadership training," these sessions began with our concerns and brought practical tools that could help.
Professor, Villanova University
