Programs / The Leadership Academy
Rising Leaders Development Course
RLDC 102 - Leading Others
An interactive, developmental course for entry and mid-level leaders that instills the communication and people skills needed to lead teams. It is designed to create confident leaders who understand how to align with senior leadership through their company’s mission and core values.
25 peers
(2) 2-day, in-person workshops
(9) small team live-virtual labs
(6) 1:1 role play scenarios
RLDC 102
Enrollment
Company Cohorts
Once you’re committed to aligning your leaders through a shared language that maximizes communications, the steps are as simple as:
- Conduct a Standards Meeting
- Select the Personnel
- Determine Start Date
We’ll take it from there…it’s that easy.
Open Enrollment
Join a cohort of 25 individuals from various companies and industries.
Upcoming Courses
Coming Soon!
Who it's for
- Newly promoted or soon to be promoted leaders
- Frontline leaders and middle managers
- Companies seeking cultural and cognitive alignment
- Companies seeking a shared language
The Challenge
The move from worker to leader requires different skills. Technical command, personal output, and reliability got them promoted, but few inherently have the required intangible skills to lead others. Within 24 months, 60% of them fail – in direct correlation to the 60% of new managers reporting that they received no training when they entered their first leadership role. Further, one in four said they did not feel ready.
The consequences extend beyond the individual. Gallup attributes roughly 70 percent of the variance in team engagement to the manager, and disengagement always precedes safety incidents and turnover. To the latter point, most employees equate their organization to their experience with their leader.
The Objective
Equip Rising Leaders with the skills to solve today’s problems, and the foundation to become senior leaders.
The Foundation
The program is built on the Leadership Traits and Principles of the U.S. Marine Corps – the benchmark standard for every Marine. Competence gets one promoted, but character keeps them moving forward.
The Experience
A highly interactive and experiential 12-week program for cohorts of up to 25 people, delivered in four parts.
(2) 2-day in-person workshops, full cohort.
(9) 60-minute virtual exercises, small teams.
(6) 30-minute role-play scenarios, individual.
Capstone innovation exercise, small teams.
The Course
Students learn how to prioritize through the concept of “The Mission, The Team, and Me,” but recognize that what appears simple is a balancing act. Each module builds on the prior one to create a foundation that teaches students how to think, decide, and communicate within their company’s mission and core values.
Module 1 · Setting the Example
Success starts with the individual leader.
Module 2 · Core Values
More than words – the glue that holds a company together.
Module 3 · Communication
The foundation for successful execution.
Module 4 · Mission Focus
The fundamental components of what to communicate.
Module 5 · Expectations & Accountability
Clear expectations and full accountability create trust.
Module 6 · Making Sound Decisions
Sound decisions are anything but snap judgements.
Module 7 · Understanding People
The unique personalities of generations, teams, individuals.
Module 8 · Servant Leadership
Know your people and look out for their welfare.
Module 9 · Delegating & Tasking Others
A leadership skill – not a way to offload work.
Module 10 · Conflict Resolution
Lead with logic and control the emotion.
Module 11 · Mission Balance
Balancing Mission and People – THE responsibility.
The Outcome
Trained leaders with the confidence to accomplish the mission, and the competence to lead the people.
Sources. Gartner (formerly CEB Global), new-manager failure rate; widely cited, original study not publicly published. Center for Creative Leadership, Understanding the Leadership Challenges of First-Time Managers, 2014 (58%, commonly rounded to 60%); cited in Wharton Executive Education, September 2024. Gallup, State of the American Manager, 2015; reaffirmed in subsequent State of the Global Workplace reports.
Executive Summary
The one-page version of this course, built to forward to whoever signs off.
Next step
Seats open by cohort. Dates and pricing on request.