LaBella Associates, an international architecture, engineering, environmental and planning firm, understands that leadership development is an investment worth making. After all, giving employees the tools and resources they need to advance professionally will position them for success as leaders ready to propel the organization forward. With that goal in mind, the company recently launched Propel, a “transformative program for continuous learners that advances the practice of leadership at La Bella,” says Michele Ebenhoch, director of human resources (HR) at LaBella Associates.

This case study will examine how the Propel program is developing future leaders at LaBella Associates and why other organizations should do the same.

The Logistics

Propel is a cohort-style leadership development program, with each cohort consisting of 16 to 18 participants. Employees meeting the program’s requirements (they must have worked at the company for at least one year and have at least five years of professional experience) can apply to participate. Leaders may also encourage their high-potential employees to apply for the program. After receiving an application, the Propel selection committee may request an interview or speak with the applicant’s supervisor or division director to determine whether the employee would be a good fit.

Ebenhoch says that Propel’s cohort-style approach gives learners a “shared sense of belonging and allows for more vulnerability,” leading to stronger group discussions and increased accountability. “Graduates of our program will have a deep bond that will transverse divisional and regional barriers,” she says.

Leveraging Blended Learning

From Ted Talk-style presentations to interactive eLearning modules and a leadership book club, Propel uses a variety of delivery methods to engage learners. While it originally included in-person instructor-led training (ILT), the program made the switch to virtual instructor-led training (VILT) amid COVID-19. Ebenhoch says that Propel’s instructors have “adapted quickly” and were comfortable delivering content virtually, using interactive functions like breakout rooms and poll questions to engage learners. Jen Gillen, environmental operations manager at LaBella Associates and a recent Propel graduate, says that while the switch to remote learning presented some personal challenges, including the need to balance work with responsibilities at home, many of the sessions remained interactive and engaging.

Gillen, who saw the program as an opportunity for “continuous improvement and learning,” says the Ted Talk-style presentations offered fresh perspectives on leadership from professionals outside the organization. This approach was especially useful, she says, because “sometimes, we’re so focused on the work [that] we don’t take the time to look outside the box or at what other organizations are doing.” Ebenhoch says these presentations are designed to share “professional success stories” and “life experiences” from people outside the organization.

Ebenhoch says the company put “a lot of thought into the curriculum,” starting with having all learners take an initial assessment to identify their leadership strengths and weaknesses. After taking the assessment, Gillen says, “I learned more about my management style and how I would respond to stress triggers [as a leader].” By becoming more self-aware, Gillen says, she also became more confident in her leadership skills and ability to advance.

In addition to helping learners identify their natural leadership styles and core values, the program includes online courses and virtual workshops on topics including:

• • Effective communication and active listening.
  • Emotional intelligence (EI).
  • Approachability, humility and civility.
  • Time management.
  • Generational differences.
  • Diversity and unconscious bias.
  • Effective meetings.
  • Team building.

“We cover all the aspects [of leadership] and the skills people would need to be a future leader at our organization,” Ebenhoch says.

An Investment Worth Making

It is no secret that budgets are tight. With the coronavirus pandemic impacting nearly all industries, including L&D, executives may be tempted to cut back on their leadership training spend. And while LaBella Associates is still working to measure the program’s return on investment (ROI), as it just graduated its first cohort in August of this year, Ebenhoch is confident that Propel will prove well worth the investment.

After all, she says, leadership development programs offer ongoing benefits: They help attract and retain talent by showing employees that the organization is committed to their professional development, and they help develop future leaders. Employees who complete the Propel program, she says, will be better equipped to navigate change, increasing the organization’s profitability and improving client experiences.

Ultimately, when companies invest in their future leadership, the future leaders are more likely to invest their time and energy back into the organization. Gillen explains, “I do feel very honored to be wanted [and invested in]. It shows that the company values their employees — and you want to pay that back.”