Building a global management pipeline

Abstract

Purpose

The purpose of this paper is to share best practices of a global, frontline leadership development program.

Design/methodology/approach

Lake Forest Graduate School of Management worked with Hollister Incorporated to develop and deliver a program that provided consistent leadership growth for global frontline leaders of the organization. The program was supported by senior management in a number of ways to ensure success and commitment. Both live classroom and online elements ensured a program that maximized participants' time and transfer of learning. The Success Case Method was used to measure results and the value of the program for Hollister Incorporated. Best practices are identified to help others who want to embark on similar training for their frontline leaders.

Findings

The paper finds that: live, classroom‐based leadership development brings added value to organizations through informal learning and networking and strengthens culture; partnerships with colleges can ensure curriculum stays current and relevant as well as providing outside expert voice; virtual reinforcement ensures application of skills on the job; and measurement using the success case methodology provides quantitative and qualitative results, including 94 percent report behavioral change and improved cross‐functional and cross‐departmental awareness.

Originality/value

The reader of this paper is able to learn best practices established over five years of delivering frontline leadership development to a global audience.

Citation

Prager, H. and Such, B. (2010), "Building a global management pipeline", Industrial and Commercial Training, Vol. 42 No. 3, pp. 160-163. https://doi.org/10.1108/00197851011038169