Developing Mid-Level Leaders

Driving leadership Excellence

Summary

This fast-growing economic consulting firm wanted to formalize a scalable and sustainable training program for its leaders, with a specific focus on emerging leaders and newly promoted managers, to accelerate promotion-readiness and increase retention. 

“Most people have had a negative experience with training at some point in their career, so anytime I introduce a new leadership program or a new training partner, there’s a risk. CSR Communications is a partner I trust to consistently deliver high-quality learning experiences that produce results. Their team asked great questions and quickly learned our culture, customized a leadership development program to fit our specific needs, and were flexible in adapting the curriculum based on participant feedback.”

— Stacy Reyan

Chief People Officer, Bates White

Building a strong leadership pipeline

Situation 

Bates White is frequently recognized as one of Washington, D.C.’s “Best Places to Work,” known for its healthy culture and promote-from-within practice. In 2022, Bates White developed BWAccelerate, a management training program, to maintain their “best-in-class” reputation, stay ahead of the competition and prepare the next generation of leaders capable of leading through planned and unexpected change. 

They initially hired CSR Communications to design and deliver pieces of the curriculum for the Management track of BWAccelerate, as well as deliver DiSC training for the entire firm. 

Following a successful pilot program, our work expanded to include: 

• Full design and delivery of the Management track and parts of the Pre-Management track
• Formalized Bates White Leadership Model and Core Competencies, mapped to the courses through a comprehensive Learning Journey
• An internal marketing campaign for the entire program to generate “buzz” and “FOMO”
• Design and delivery of additional training for Operations, Technology Services and Finance teams

Bates White employees are highly-educated economists who work mostly with lawyers, so they’re skeptical by nature, and expect anything new to be evidence-based and proven effective. Because they work in a billable-hour environment, time equals money. Non-billable training time must deliver results and add value. 

Innovative Training Solutions

Solution

Using our proven methodology for training that sinks in, sticks and stays relevant, we developed and implemented a custom 12-month pilot program for mid-level managers. Specifically, we incorporated: 

• Executive champion (managing partner) to convey the value and meaning of the program 
• Bates White-specific case studies, scenarios and language/jargon
• Interviews with Bates White subject matter experts – peers who share lessons and tips relevant to the training topic 
• Supervisor (“sponsor” in Bates White language) Tip Sheets for coaching conversations following each training to deepen and reinforce learning
• Downloadable tools to support weekly action items 
• Group coaching sessions, called “Share & Solves,” following the application of lessons to extend learning, address challenges or sticking points, and strengthen the peer support network 

The program consisted of three live, in-person training sessions; three asynchronous learning snack courses; five live, virtual Share & Solve Sessions and DiSC assessments. 

Training topics included Moving From Peer to Manager: Avoiding Common Pitfalls, Dos and Don’ts of Effective Delegation, and Getting Comfortable with Uncomfortable Conversations. 

We incorporated a formal ROI study using an independent, third-party researcher who collected data via online surveys and participant interviews.  

Success

Measuring results after the first year (the pilot program), we documented: 

• 68% return on investment
• Time savings, up to 1.5 hours/day for some leaders from increased efficiency
• Average of 10 hours/week saved through effective delegation, redirecting that time toward high-value, strategic assignments, professional development and improved work-life balance; and 
• 50% drop in turnover among mid-level leaders (the program’s focus). 

Surveys indicated growth in critical leadership competencies as perceived by both program participants and their supervisors (“sponsors” in Bates White language), with higher growth ratings by supervisors. The biggest skills growth areas were strategy execution, one of Bates White’s core competencies, time management and delegation, and influencing others.