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Leadership Academies

Since 2009, the Center for Leadership and Strategic Thinking (CLST) has worked to provide leadership development academies for supervisors, managers, and executives in a variety of different industries, including healthcare and veteran services. Taught by instructors with extensive experience working with leaders across a broad spectrum of organizations, the academies have now expanded.

Specifically, these programs are also open to other facilities around the country (including healthcare), as well as other organizations. Additional questions about these programs should be directed to us at:  [email protected].

Detailed program information

Currently, the program can be offered as three academies (Leadership, Advanced Leadership, and Executive Leadership) developed with specific audiences and learning objectives in mind. Instructors for all three academies are selected by the Center for Leadership & Strategic Thinking based on their expertise to work in each of these respective programs.

This program is for supervisors through executives and includes four one-day classes described below. This will be the first step in the Academy progression and is a pre-requisite for the next level of leadership development – the Advanced Leadership Academy). The Leadership Academy is held at several convenient locations around the United States and can also be held at your own facilities. Participants attend all four days of training, complete web-based development assessments, and receive one-on-one coaching to receive a leadership certificate of completion from the University of Washington’s CLST. As in all of our work at CLST, each class is based on our research findings and best practices in healthcare, as well as many other types of organizations.

Current Academies

Click the arrows below to expand each program section:

Seattle Fire Department (SFD) Executive Leadership Academy

Seattle Fire Department (SFD) Executive Leadership Academy

Upon his appointment as Chief of the Seattle Fire Department, Chief Harold Scoggins established leadership development as a strategic priority for the Seattle Fire Department. The Seattle Fire Department has recognized the importance of training and preparing the next generation of leaders in Fire Services and the Executive Leadership Academy plays an important role in focusing on the leadership development of the most senior leaders in King County Fire Services.

Together with an Advisory Board (members listed below), SFD Executive Leadership Team, and key stakeholders, we established the ELA’s existing objectives, curricular content, recruitment, and admissions processes. In addition, we continue to invite feedback from current and former participants in the ELA program (through mid-point feedback forms), Union Leadership, and the Race and Social Justice Team to continually assess and hone our approach towards leadership development in fire services.

SFD ELA Advisory Board members are:

Adrian Shepard Doug McDonald Steve Heitman
Andrea Coulson Glen Albright Thad Hovis
Ben Lane Harold Scoggins Tim Munnis
Bill Hewett Helen Fitzpatrick Tom Walsh
Brad Thompson Jay Hagen Tory Green
Brian Carson Jay Wittwer Wendy Moffat
Bruce Avolio Jimmy Webb William Mace
Bryan Hastings Jon Parkinson
Chris Santos Kenny Stuart
Chris Flores Mark Risen
Christina Fong Matt Cowan
Dave Van Valkenberg Ned Vander Pol
Dawn Judkins Rick LaGrandeur
SFD ELA Participants are expected to commit to the following:

  • We encourage participants to attend all sessions to optimize the learning and development experience. To receive a certificate of completion, participants must attend 80% of in person & virtual workshops: (6-8 sessions, occurring approximately every 4-8 weeks, full days on Friday, with specific dates to be announced in September). Participants should contact the program coordinators in advance to inform them that they will not be able to attend a particular session.
  • Attend the 1-year commencement ceremony in-person on Friday, May 31st, 2024.
  • Complete all psychological assessments (3 occurring throughout the first year, with one assessment involving peer feedback).
  • Complete at least 6 coaching sessions with expert leadership coach.
  • Participate in quarterly team progress reports with the respective Chiefs of participating Fire Departments.
  • Anticipated workload is an average of 1-3 hours/month over 18 months.

Sponsoring Organizations are expected to commit to the following:

  • Pay the full stipend for their participants attending the Academy.
  • Cover time off to attend the Academy workshop sessions throughout the first year.
  • Support for ongoing team projects.
  • Participate in Advisory Board Meetings.
  • Meet with their participants to discuss the progress they are making in the Academy at least once per quarter.
Based on the directive provided by the sponsors of the Executive Leadership Academy, we are inviting senior leaders (including non-uniformed professional staff) within all Puget Sound Fire Departments to apply for the fourth offering of the Academy.

  • As part of the recommendation from the leadership of the SFD ELA Advisory Board, this program is targeted towards senior leaders in Puget Sound Fire Agencies. Participants should have experience managing large-scale projects and supervising others in a formal leadership capacity.
  • Leaders within SFD and outside of SFD are encouraged to apply.
  • Diversity, Equity, and Inclusion are important aspects of the Executive Leadership Academy; therefore we encourage women, racial and ethnic minorities, and members of other marginalized groups to apply
  • Non-uniformed/professional staff are also encouraged to participate in the Academy program.
  • Target class size: 28-32 participants per cohort
  • Note: Minimum enrollment sizes for each fire services organization is dependent upon size guidelines.
    • Small organizations (0-100 employees): 1 minimum ELA participant must be enrolled
    • Medium organizations (101-200 employees); 2 minimum ELA participants must be enrolled
    • Large organizations (201-500 employees); 3 minimum ELA participants must be enrolled
    • Extra-large organizations (501+ employees); 4 minimum ELA participants must be enrolled
Each application will be reviewed by the UW/CLST teaching team and scored on developmental readiness for the program. This readiness is assessed by scoring application responses on the following criteria (jointly established by the UW/CLST team and the ELA Advisory Board):

CRITERION Meaning
Diversity of Perspectives Do the applicant’s responses show willingness and ability to bring in significantly different points of view? Is the applicant able to engage with diverse groups and solicit a broad range of opinions to find common ground when making decisions? Are the responses supportive of and active proponent of an inclusive work environment, seeking to develop a positive relationship with all stakeholders and constituents?
Developmental Readiness Do the applicant’s scores on the CLST DR assessment show a willingness and ability to learn and lead?
Ability Do the applicant’s responses demonstrate an ability to take other individual’s perspectives and systematically examine challenges and opportunities ranging in degrees of complexity? Do they function as a positive role model for leadership with their peers, leaders, followers and those they impact in the community? Do they demonstrate thoughtfulness about taking the time to make and justify difficult decisions? Do they champion developing leadership in the people they work with in their organization? Do responses indicate that they can build plans and establish goals and metrics to effectively support and evaluate performance?
Motivation Do the applicant’s responses demonstrate a high level of motivation for investing in development while also demonstrating a learning orientation? Does the applicant indicate a desire to seek feedback to enhance leadership potential and question the status quo? Do they seek to improve how they work with others, invest time and energy in developing others, and strive to achieve the most positive impact on the people they lead and serve in the community?
Organizational Citizenship Do the applicant’s responses demonstrate a service orientation and willingness to help others? Is there a demonstrated willingness to subordinate their own needs for the good of others and put in the extra effort needed?

Scheduled Dates of ELA Sessions

Session Schedule (Tentative Dates):
2 Day ELA Kickoff: October 6 & 7
Session 3 – November 17
Session 4 – January 12 (virtual session)
Session 5 – February 16
Session 6 – April 26
Session 7 (Certificate Ceremony) – May 31
Team Touchpoint 1 – September 2024
Team Touchpoint 2 – October 2024
Project Pilot Debrief (Virtual) – December 12, 2024, 9 – 11am

*Note: all dates are tentatively scheduled

FAQ

Why was the SFD ELA created?

The ELA was launched approximately 5 years ago, after some discussion with Chief Scoggins of SFD and other Chiefs in the region, who expressed the need for having a dedicated Academy for Fire Services in the Northwest for emerging and senior leaders.

Who do we recruit and select for the SFD ELA?

We seek to recruit those candidates in Fire Services currently throughout Washington State, who are at the Captain level or above or at least on a Captain level list in the process of being promoted. We also have run an Emerging leaders Academy during the pandemic, which we will initiate again as resources permit. In this program, individuals below the Captain level will be recruited.

How many agencies are participating?

This year and last 14 agencies participated in the SFD ELA

What is a typical cohort size?

Applications for 25-33

How long does each of the ELA academies last?

We began with 2 years, but now we have a complete cycle lasting 18 months. The first year, we have 7 sessions, mostly face to face now, and perhaps one virtual, followed in the second year with a continuation on team projects that focus on critical need areas that the teams come up with in their proposals to address. Some of these projects in the past have now been implemented and funded.

Where and how do participants meet?

Participants meet with a professional coach, on average every 1-2 months virtually, to support their development; in 7 workshops spanning the first year, starting 8:00 am and ending 4:00pm. The sessions take place in different locations including UW, sponsoring organizations that host the ELA, e.g., Boeing, Alaska Airlines, Columbia Hospitality Suites, Brooks, Adaptive Biotechnologies, etc. The hosts provide the space, food and drinks and typically have the senior leadership teams come to present a challenge they have for the ELA to consult on in the workshop. This allows the ELA participants to work on challenges outside of Fire Services, but still relevant to their work and leadership development.

What is UW Foster School’s CLST role(s) in the ELA?

The CLST is the agency in Foster that manages this project. CLST staff, Bruce Avolio, Executive Director, Management Faculty and Christina Fong, Associate Dean for Undergraduate programs and Management Faculty, facilitate the ELA sessions, convene the Chief’s Advisory Board, who support ELA candidates and help to shape the experiences ELA participants have in their team projects, workshops, etc. The CLST is responsible for scheduling, logistics, providing materials, coordinating speakers and sites, billing for ELA participants, etc.

How do Chiefs of fire service agencies participate?

They participate in an SFD ELA Advisory Board, providing input into all aspects of the ELA programming and also future developments of the Academy. They help us in recruitment of ELA participants and in bringing in outside speakers. They also are now volunteering to serve as mentors for ELA Team projects, as well as attend workshops to sit in with the group.

What are the main experiences that participants receive in the ELA?

The work on a comprehensive and personalized leadership development plan. They are coached by professional coaches who have worked with the ELA since its inception. All participants receive self and other rater feedback on the readiness to lead, their psychological resources and well-being, and a leadership styles evaluation for multiple sources: Self, Peer, Follower, Supervisor and/or other key stakeholders. They attend Leadership Development Intensives or LDI’s throughout the first year 7 times. They engage in dialogue, small group interactions, presentations, reviewing instructional materials, working on project teams and applying what they are learning to the projects, and an immersion session where we spend the day taking away lessons of crewing on South Lake Union, with professional coaches in that sport.

What makes the ELA leadership development experience unique?

We follow an evidence-based leadership development blueprint that focuses over the 18 months on self, interactive, developmental/generative and strategic leadership. Our work is couched in evidence-based models and methods, which is a signature principle of our work, as well as focusing on making what we present to the ELA relevant to first responders’ development. The CLST is one of the leading Centers in the work for Evidence-based Leadership Development (EBLD).

Interested in applying?

For more questions regarding the SFD Leadership Academy, please contact [email protected]. We also strongly advise you contact your supervisor if you are interested in applying to the SFD ELA. Applications are submitted at the following link: bit.ly/sfdela2023

Past Academies

Click the arrows below to expand each program section:

VA Leadership Academies

VA Leadership Academies

Launched as a pilot program in 2015, in collaboration with The Michael G. Foster School of Business at the University of Washington and the Center for Leadership and Strategic Thinking (CLST), the US Department of Veterans’ Affairs (VA) provides leadership development academies for supervisors, managers, and executives in veteran services. Taught by instructors with an extensive amount of experience working with leaders across a broad spectrum of organizations (including healthcare), the program has now expanded, and we are pleased to announce scholarships to leaders who qualify for enrollment.

These programs are open to other VISNs around the country. For VA participants, the VISN education pays for all of these respective programs. Additional questions about this program should be directed to your local DLOs. If you are not an employee at the VA, but are still interested in a leadership workshop for your company, send us an email at [email protected].

Detailed program information

Currently, the program offers three academies (Leadership, Advanced Leadership, and Executive Leadership) developed with specific audiences and learning objectives in mind. Instructors for all three academies are selected by the Center for Leadership & Strategic Thinking based on their expertise to work in each of these respective programs.

Leadership Academy

This program is for VA supervisors through executives and includes four one-day classes described below. This is the first step in the Academy progression and is a pre-requisite for the next level of leadership development–the Advanced Leadership Academy (see next tab). The Leadership Academy is currently held at each of the New England (VISN 1) facilities and is planned to potentially take place at other VISN locations and healthcare facilities in the future.

Participants attend all four days of training, complete development assessments, and receive one-on-one coaching in order to receive a certificate of completion. As in all of our work at CLST, each class is based on our research findings and best practices in healthcare, as well as many other types of organizations. See the programming schedule below:

Apply Now

This program includes:

  • An online 360 leadership survey that must be completed before attending this program. This survey and the leadership model used in this program is based on extensive research and have been used in public and private organizations around the globe to help facilitate and accelerate leadership development. You’ll complete this 360 survey about yourself and invite your supervisor, peers, and direct reports to provide input. Only you and your coach will receive the results from this survey.
  • One hour of professional leadership coaching is provided to interpret your report and identify a meaningful leadership development goal.
  • Spend a day onsite working with faculty from the University of Washington, Center for Leadership and Strategic Thinking, with up to 35 leaders from your facility.

Learning Objectives:

  • Identify behaviors in yourself and others that are Authentic, Transformational, or Transactional and understand their impact on relationships, motivation, and performance.
  • Develop greater self-awareness by exploring your core values, narrative, and authentic foundation.
  • Understand Leader Developmental Readiness and ways to increase this state in yourself and others to optimize development opportunities and resources.
  • Identify the four levels of the CLST’s Leadership Development Blueprint and map one current opportunity or challenge to this journey map.
This program includes:

  • An online leadership communications assessment that you must complete before attending this program.
  • One hour of coaching to interpret your report and identify your learning objectives.

Learning Objectives:

  • Understand what makes some challenges, engagements, and conversations more difficult and why we might avoid or handle these conversations less effectively.
  • Identify and understand causes of conflict and how to monitor and manage your reactions during conflict.
  • Learn how to coach others through difficult conversations and situations.
  • Articulate the risks and appropriate uses of communication to effectively navigate difficult situations on up through transformative challenges.
  • Move to commitment and action with another party as a result of more effective use of leadership and coaching/communication knowledge and skills.

This program includes:

  • A focus on what constitutes effective coaching communication and mentoring.
  • Practice in receiving and using a full range of communication and mentoring skills.
  • Developing a plan on how to use these skills to enhance your leadership, communications, and mentoring.

The Onboarding process: In this workshop, you will learn about a model of coaching and mentoring communications that can improve your management and leadership skills. This workshop will help you to move effectively to engage in a full range of conversations with your followers, peers, supervisors, and/or veterans whether mentoring or coaching them.

Skills Enhancements: The coaching/mentoring workshop enables experienced, highly-competent staff, to pass their expertise on to others who need to acquire specified skills.

Where the lessons learned in this workshop can be applied:

Professional Identity: Early-in-career employees (especially those new to the federal workplace) need help understanding what it means to be a professional in their work environment. Coaching/mentoring plays a key role in defining professional behavior for new employees. This is most important when employees first enter the federal workforce because they don’t know what they don’t know, and you can help coach and mentor them through that early period of their employment.

Career Development: Coaching/mentoring helps employees plan, develop, and manage their day-to- day work and ultimately their careers. It also helps them become more resilient in times of change, more self-reliant in their careers, and more responsible as self-directed learners.

Leadership and Management Development
: Coaching/mentoring encourages the development of your leadership skills and communication strategies. These skills and strategies are often more easily gained by example, guided practice, or experiences, which you will engage in during and following this workshop.

Education Support: Coaching/mentoring helps bridge the gap between theory and practice. Formal education and training is complemented by the knowledge and hands-on experience of a competent practitioner helping you and others to develop.

Organizational Development and Culture Change: Coaching/mentoring can help communicate the values, vision, and the mission of the organization, and to help others to do so, as well, via the coaching/mentoring communications model used in this workshop. Also, building a one-to-one relationship can especially help new employees understand the organizational culture and make any necessary changes to adapt to that culture/values.

Customer Service: Coaching/mentoring assists in encouraging each of us to think about what constitutes exemplary service and how to communicate and model desired behaviors, while encouraging the development of competencies in support of customer service, and above all, cultivating the right perspectives about what exemplary service means.

Staff retention: Coaching/mentoring provides an encouraging and psychologically safe environment through ongoing interactions and role modeling that facilitates progression within the organization. Coaching/mentoring has been found to influence employee retention because it helps establish an organizational climate and culture that is attractive to the top talent who are clamoring for growth opportunities. Coaching/mentoring is a tangible way to show employees that they are valued and that your organization’s future includes them.

Recruitment: Coaching/mentoring can enhance recruitment goals by offering additional incentives to prospective employees, who increasingly today, want a greater focus on their own development.

Knowledge Management/Knowledge Transfer:
 Coaching/mentoring provides for the interchange/exchange of information/knowledge between members of different organization.

This program includes:

  • Learning a process model for setting up effective team engagements/meetings.
  • Developing a plan and goal to implement more effective engagements within and between teams.
  • Demos and practice on how to be more effective when convening meetings or team engagements.

It is impossible to be part of any large or small organization and not lead and manage groups, meetings, or even larger gatherings. Staff meetings, project meetings, team meetings, task force meetings, and planning meetings are a part of the every-day routine of working in all organizations and the ways it can be done vary extensively.

We know from research that many of the meetings in organizations are poorly run, not well-organized, and can waste time, as well as energy – both extremely valuable resources for any organization. There is a growing recognition, both internal and external to government organizations that effective engagements, including meetings, happen when proper attention is paid to the process elements and when the proceedings are skillfully designed and facilitated.

This workshop is an opportunity for supervisors to develop the leadership, coaching and facilitation skills necessary to navigate their respective teams through project meetings in an efficient and effective manner, thus reducing time wasted and maximizing performance. The focus is not just a formal meeting, but any time you as a leader and manager engage others.

For information about whether the Leadership Academy programs are right for you, see your local Designated Learning Officer.

Advanced Leadership Academy

Offered two to three times per year, this world-class, evidence-based program is for supervisors through executives. The Advanced Academy includes one highly interactive three-day workshop (as described below) and is the second step in Leadership Academy progression. Completion of the four-course Leadership Academy (see previous tab) is a pre-requisite for applying to the Advanced Academy. You must complete all three consecutive days of training to have successfully completed the Advanced Leadership Academy. The Advanced Leadership Academy is currently held at VISN 1 Headquarters in Bedford, MA and is planned to take place at other potential VISN locations in the future.

This program includes:

  • A blueprint for guiding and promoting your leadership development.
  • Real scenarios and challenges that you can practice enhancing your full range of leadership and management styles.
  • In-the-moment coaching on how to work through difficult challenges that you have brought to the workshop to address.
  • Examination of your confidence and readiness to move forward to lead more effectively.

Learning objectives:

  • Develop deeper self-awareness — the cornerstone of Authentic Leadership — through exploring your Integrity and Emotional Bank Account.
  • Articulate ways to build trust and psychological safety, which makes people comfortable voicing their views.
  • Develop greater empathy for different styles and values, in order to expand your Transformational Leadership capacity.
  • Practice a balanced processing/justice leadership orientation–another aspect of Authentic Leadership.
  • Articulate criteria for effective group decision-making.
  • Articulate common behaviors of inspirational leaders.
  • Identify an objective/goal for advancing your future leadership development.

Executive Leadership Academy

This world-class Transformational Leadership Development Program (TLDP) program consists of three 2-day Leadership Development Intensive (LDI) seminars that are spaced several months apart, along with executive coaching and a series of developmental assessments interspersed to examine individual, team, and strategic leadership development. This is the third step in Leadership Academy progression. Typically, you must first complete both the four-course Leadership Academy and the Advanced Academy.

The TLDP is designed to focus on developing individual, team, and strategic leadership grounded in research and designed to be optimally relevant to the challenges and opportunities being faced in any organization.

Each session includes customized key learning objectives, along with experiential learning and activities designed to reinforce concepts, models, and leadership development.

Summary of the Program Elements:

  • Three (3) two-day in-person workshops
  • Eight (8) individual executive coaching sessions
  • Eight (8) peer learning group coaching sessions
  • Periodic assessments, including your Developmental Readiness, Psychological Resources, and pre- & post-academy Full Range Leadership 360 surveys.
  • Strategic Project Team comprised of 3-5 Academy participants applying Academy concepts and learning to a real work strategy project.

Topics Covered:

  • Leadership Development Blueprint
  • Authentic Leadership
  • Leading Change
  • Transformational Leadership
  • Transactional Leadership
  • Leader Developmental Readiness
  • Team Dynamics
  • Strategic Thinking
  • Positive Psychological Resources and Capital
  • Developing and Adaptive and Transformative Culture
  • Stewarding and Organization Toward the Future
  • Supporting Development through Transfomative Coaching Conversations

Learning objectives:

  • Develop a deeper level of leader self-awareness — the cornerstone of Authentic Leadership — through exploring your Moral/Ethical Standards, Integrity, Resiliency, and Positive Psychological Capital, i.e., hope, confidence, optimism, and resiliency.
  • Articulate and practice ways to build trust and promote psychological safety where people are comfortable voicing their views.
  • Articulate one’s personal leadership narrative and brand, including one’s core values and core principles underlying effective leadership.
  • Identify a goal for advancing your future leadership development and articulate your objectives and way to measure success.
  • Identify strategies for fostering purpose and ownership in yourself and others.
  • Learn and apply practices to support effective team dynamics, planning and performance.
  • Increase understanding of innovation and change at an organizational-level.
  • Apply program learning to real organizational project with ELA strategic project team, and provide summation of learning and progress in end-of-program project report out to VISN 1 Network Director.
  • Connect with and learn from leaders within your organization.
  • Practice applying tools, skills, and concepts from ELA to real organizational and leadership challenges.

Program Participant Commitments:

  • Attendance at all in-person workshops
  • Participating in team strategic project meetings
  • Completing online leadership assessments
  • Meeting with executive coaches for 1:1 and peer learning coaching
  • Complete advance readings & reflection activities
  • Time commitment: 5 hours monthly on average

Evaluation and Measure of Impact:
In addition to measuring individual-leader development over time via pre and post-academy 360-degree assessments of leader behaviors, the Center for Leadership & Strategic Thinking also measures impact of leader development within the organization by integrating team-based strategic projects as a core component of the Executive Leadership Academy.

Strategic Projects: Project teams are comprised of 3-5 leaders from the Academy cohort. Teams identify one strategic project on which they can work throughout the duration of the Academy. Teams work with their CLST Leadership coach and fellow Academy participants to specify the scope of project, how progress will be measured, who key stakeholders are, and anticipated impact of desired outcomes. Teams will provide updates on project status at the in-person workshops. At the final workshop session, each team will provide a briefing, including overall impact (cost-reduction, increased patient-safety, etc.), to the VISN 1 Network Director who will provide feedback. Most projects are judged by their ROI, and in past Academies, the ROI on the investment in the Academy and projects was over 10X!

Previous Executive Leadership Academy Projects Include:

  • Improving formal communications infrastructure
  • Improving access to primary care
  • Improving patient flow for walk-in patients
  • Overtime reduction in Pharmacy
  • Improving in-patient flow

Sample Program Overview:
Each session includes customized key learning objectives/goals, along with experiential learning and activities designed to reinforce concepts, models, and leadership development. Each session also includes real leadership challenge cases brought by Academy participants and leaders within the organization and in-the-moment coaching and consulting practice. Below is a sample program overview.

Sessions Topic(s)
Session 1 LDI: Developing Self Leadership Leadership Development Blueprint Framework
Feedback on Your Leader Developmental Readiness
Authentic Leadership Foundation
Session 2 LDI: Developing Interactive Leadership and Generative Leadership Foundational Leadership Models and Action Logics
Developing Meaning, Purpose, and Ownership
Creating Positive Team Dynamics & Processes
Building Trust and Positive Psychological Capital
Session 3 LDI: Developing Strategic Leadership and Stewardship Addressing Organizational Transformation Resources to Promote Change and Development
Learning the LENS Model of Strategic Thinking and applying the model to real challenges
Developing an Adaptive and Transformative Culture
Stewarding Your Organization to be Better and Able to Lead Forward

Frequently Asked Questions

1. What are the policies for canceling one’s participation in the program?
Local DLOs should be notified of any cancellations once they have applied at least 4 weeks before the start of the program.

2. What is the policy for being absent or not showing up for the program?
Local DLO should be notified at least 4 weeks prior to the start of the program.

3. Whom should I contact with questions about the program?
Your local DLOs.

Blue Star Families Leadership Academy

Blue Star Families Leadership Academy

Blue Star Families was founded in 2009 by military spouses with the goal of strengthening and empowering military families by providing support and fostering community. Blue Star Families currently has more than 150,000 members in their network and touches more than 1.5 million military family members each year. Additionally, Blue Star Families pioneering research initiatives aim to raise the nation’s awareness about the unique challenges of military family life.

The Blue Star Families Leadership Academy will provide leadership development support for leaders, including Blue Star Families Chapter Directors. Academy participants will develop skills to effectively continue to develop as themselves leaders and to support the development of others and the organization.

Detailed program information

The Leadership Academy unfolds over 15 months, including a 3-month onboarding coaching period, 6 months comprised of monthly individual coaching, 3 two-day immersion sessions, peer-to-peer coaching after the first Immersion Session, which is then followed by a two-month program evaluation, project completion, and certification assessment.

This 15-month Leadership Academy is designed to develop leaders who are emerging into or in director roles.

Summary of the Program Elements:

  • Three 2-day Leadership Development Intensives (LDIs)
  • Five 1-hour Webinars
  • Eight one-on-one coaching sessions
  • 6 peer Coaching Sessions
  • Periodic Assessments, including Developmental Readiness, Full Range Leadership, Organizational Readiness Stakeholder, Team Dynamics, & Strategic Thinking

Strategic Leadership Development: Parts 1, 2 & 3

  1. Building on Organizational Workforce that is Generative & Ready for Change Workshop
  2. Applying Strategic Thinking & Leadership to Foster Transformation Workshop
  3. Stewarding Your Organization into the Future
    • Develop a deeper level of strategic leader self-awareness on how to build the goodwill among your followers, peers, leaders, and key stakeholders, in order to make difficult decisions, to promote and sustain innovation, and to change organizational climates and cultures.
    • Articulate ways to build trust and psychological safety, which makes people comfortable voicing their views when dealing with challenging and difficult situation/changes.
    • Articulate common behaviors of inspirational leaders and how to apply those behaviors and styles to one’s own transformational leadership development.
    • Identify a global objective/goal for advancing your future leadership development, as well as the development of others and the culture they operate within.
    • Discover how leaders become stewards for organizational transformation leaving them better then they found the organization when they assumed leadership roles
    • This level of the Academy includes organizational change and transformation. Develop a deeper level of strategic leader self-awareness on how to build the goodwill among your followers, peers, leaders and key stakeholders, in order to make difficult decisions, to promote and sustain innovation and to change organizational climates and cultures.
    • Articulate ways to build trust and psychological safety, which makes people comfortable voicing their views when dealing with challenging and difficult situations/changes.
    • Identify a global objective/goal for advancing your future leadership development, as well as the development of others and the culture they operate within.
    • Discover how leaders become stewards for organizational transformation leaving them better then found the organization when they assumed leadership roles.