Leadership performance by level

Proven resources for every level of leader

The future of organizations depends on identifying and training employees who have high potential for success in senior leadership. Emerging leaders become the foundation of the leadership pipeline for mid-level and senior leadership positions. Your organization’s culture and structure play a large part in identifying these individuals, but research shows that emerging leaders almost universally share many of the same characteristics regardless of company: a strong intellect, emotional intelligence, technical capability, the capacity to adapt and a track record of success. These employees are in high demand and are regularly recruited by other organizations. A good development program can help you retain your emerging leaders, while also making your organization attractive to emerging leaders at other companies.

AchieveForum offers leadership development solutions for leaders at every level, from executives to mid-level managers to frontline leaders. We even offer courses for people who have no current leadership responsibilities, but who you see hold great potential to lead your company well into the future.

  • Emerging Leaders
  • First-Level Leaders
  • Mid-Level Leaders
  • Senior-Level Leaders

Leadership reaches far beyond the C-Suite. You need leaders at every level of your organization to implement strategies, build cohesive teams, motivate those teams and solve the day-to-day challenges that arise both inside your organization and with your customers.

The Biggest Issues

  • Adjusting to the new requirements of a leadership role

  • Falling into old ways of thinking and acting

  • Understanding their own strengths and weaknesses

  • Fear of operating in new ways, especially when failure is a possibility

  • Not learning from mistakes

  • Adapting their behavior and integrating new skills learned from experience

The Biggest Development Priorities

  • People Management Capabilities (e.g., delegation, performance planning, performance feedback, staffing, corrective discipline, coaching)

  • Motivating Others

  • Problem-Solving Skills (especially in regards to meeting operational requirements and implementing change in functional operations)

  • Fear of operating in new ways, especially when failure is a possibility

Frontline leaders have a significant impact on employee retention, customer satisfaction and overall organizational performance, so their development is crucial. Because they have to make a major transition from task completers to leadership, this group presents a significant risk of failure. Developing your frontline leaders will help them avoid common missteps and is a major opportunity to embed leadership values and competencies right from the beginning. By instilling the principles of leadership at this stage, you’re also building a strong leadership pipeline.

The Biggest Issues

  • Establishing credibility

  • Developing a managerial mindset

  • Learning the fundamentals of leadership

  • Balancing management with task completion

  • Not learning from mistakes

  • Managing the increasing power and expectations of individual contributors

The Biggest Development Priorities

  • Coaching Others – 54%

  • Performance Management – 53%

  • Leading Change – 49%

  • Building Effective Teams – 47%

  • Developing Talent – 40%

When it comes to implementing corporate strategy, mid-level leaders play a significant role. They are the link between strategy and work productivity. Often, they’re also in the best position to orchestrate and manage change. And they’re at an ideal level to see opportunities for improvement and innovation because of their understanding of markets, competition, customers and employees. But the transition to mid-level leadership requires a unique set of competencies, so you need to ensure that they’re trained properly. If you do, you’re also establishing a sustainable supply of talented senior-level leaders for the future.

The Biggest Issues

  • Expanding their knowledge and their ability to execute the business strategy

  • Balancing continuity and change

  • Managing across boundaries

  • Making others successful

  • Managing leadership transitions

  • Creating a learning environment

  • Attaining increased visibility and broader horizons

The Biggest Development Priorities

  • Leading Change – 58%

  • Coaching Others – 53%

  • Strategic Thinking – 43%

  • Performance Management – 41%

  • Building Effective Teams – 40%

Just because senior leadership is often more seasoned than the rest of your workforce, it doesn’t mean they won’t benefit from development. In fact, developing leadership qualities in your senior leaders may be the most important investment you can make. After all, the risk of failure at this level is high. Any failure can have a tremendous impact on the performance of the entire organization—but so will their successes. Your organization’s future growth is at stake with your senior leadership, so it’s important to give them the support and development they need to succeed in their jobs.

The Biggest Issues

  • Leading broadly across multiple functions and business groups

  • Developing organizational capability

  • Ensuring bottom-line results in both the short and long terms

  • Analyzing changes in the business environment

  • Providing strategic direction that integrates conflicting priorities

  • Managing visibility and networks internally and externally

  • Championing organizational innovation

The Biggest Development Opportunities

  • Leading Change – 66%

  • Creating Strategic Alignment – 62%

  • Strategic Thinking – 62%

  • Managing Vision & Purpose – 60%

  • Developing Talent – 45%