Becoming a new manager is one of the most failure-prone moments in a leader’s career.

FranklinCovey data shows that 81% of experienced leaders said becoming a new leader was a bigger change than they realized. Amid disruption, organizations can’t leave these pivotal moments to chance.

When new leaders are promoted into management roles for the first time, they often don’t receive the training to effectively lead during uncertainty and change. By strengthening performance at the point of promotion, organizations can build trust, amplify engagement, and propel performance for both new leaders and their teams—even during periods of ongoing disruption.

Customer Stories

ODW Logistics

Redefining Leadership

ODW Logistics sought to empower their managers by designing leadership development opportunities. They started asking, “What does good leadership mean for us?” and found the question to be more complicated than they originally thought. Read how they utilized FranklinCovey’s 6 Critical Practices™ and the 4 Essential Roles of Leadership® to redefine leadership.

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Medical Facility

Raising Patient Experience and Improving Caregiver Engagement

Leaders and frontline caregivers at this large medical facility, one of seven hospitals and 125 clinics across the United States, knew what needed to happen in order to increase patient experience ratings. Unfortunately, the whirlwind of urgent daily tasks took precedence. Read how this hospital utilized The 4 Disciplines of Execution to raise the patient experience score.

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APi Group

Building a Culture of Leadership

APi Group has a goal of building great leaders throughout their company. They are focused on creating a culture of leadership at all levels, regardless of job title or role. With their vision of being the best in the construction industry in leadership development, APi Group knew they needed a foundational program that provided an opportunity for every team member to grow as a leader.

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Hoag

Aligning Leadership Expectations Amid Growth

In the last three years, Hoag has nearly doubled their number of employees to almost 9,000. The more growth they experienced, the more leadership at Hoag noticed a need to align expectations of newly hired and promoted leaders. Hoag leaders— whether hired internally or externally— varied on leadership focus, which led to inconsistent employee experience across locations.

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Disruption is inevitable. Leadership gaps aren’t.

Give your new leaders the skills they need to navigate change and accelerate team performance. Connect with a FranklinCovey expert today to learn more.

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