Hollister builds leadership skills across its global operations: Nine‐day program fosters single organizational culture

Shares best practice from a global, front‐line leadership‐development program at medical‐supply manufacturer Hollister Incorporated.

Describes how Lake Forest Graduate School of Management worked with Hollister to develop and deliver the program, which provided consistent leadership growth for global front‐line leaders of the organization.

Finds that live, classroom‐based leadership development brought added value through informal learning and networking.

Reveals that 94 percent of participants reported that they acquired new knowledge and skills and changed their behavior as a result of the learning, while 84 percent reported that new management behaviors led to positive business results. The greatest improvements were in communication styles, performance management and coaching.

Details ways in which Hollister has been able to forge a single organizational culture at its sites across the world.

Highlights the value of the close involvement of senior managers in devising, monitoring and delivering the program.