Overview of Four Approaches to Leadership Development

Crux Move Consulting offers four unique and powerful approaches to developing your leaders. All four approaches offer leaders within your organization opportunities to learn about themselves and others, to build on existing strengths and develop new skills in order to manage those relationships that are critical to your success. Consistent in all of our leadership development offerings is our philosophy that leadership is a relationship. It's a relationship with each member of their team and it's a relationship with each member of their stakeholder group that they count on for your vision to get met. That means everyone in the organization they lead; their direct reports, their peers, their bosses, even their customers. Learning therefore does not end with the end of the leadership development program. The real learning begins when your leaders apply the principles and skills with all their key relationships.

Below is a high level overview of each of the four leadership development processes. Each process is a multi-phase project that can span from one to three years or more and will impact the entire organization on multiple levels. For additional information please read our detailed descriptions of each approach, a case study and testimonial for the Cascading Team and Leadership Development approach and a case study for the Leadership Projects Model for High Potential Leaders.

1 - CASCADING TEAM AND LEADERSHIP DEVELOPMENT - In this approach we will first guide your CEO and the executive leadership team through our five-phase team development process. We will then work with each member of the executive leadership team by taking them, as leaders of their own teams, through a similar five-phase process. This approach targets the top levels of the organization (anywhere from 50 to over 100 people). The common language and mindset that grow out of this expanded effort will have a significant impact on the entire culture of your organization.

2 - TEAM AND LEADER CHALLENGE - Ten to fourteen people in the company identified as "high potential" leaders would together participate in "The Leadership Challenge", one of the most widely used leadership development processes in the nation. While the concepts are fresh, participants will take advantage of the opportunity to apply their learning "real time" where it will have the greatest impact, with those they lead. Each leader will take their team through Crux Move's five-phase team development process where they will have ongoing opportunity for valuable feedback, assessment and coaching. Leader and Team development will take place simultaneously increasing the impact on the entire organization's culture.

3 - ACTION LEARNING MODEL FOR HIGH POTENTIAL LEADERS - Anywhere from 20 to 200 or more people within your company identified as "high potential" leaders will participate in an intensive three-day "kick off" training session (approximately 20 per session). During this initial session participants will be learning key principles of leadership and teaming and they will begin to develop the relationships and trust necessary for their Action Learning teams to be a powerful, ongoing learning experience. Each leader will then meet monthly with their Action Learning team where they will continue to explore and practice concepts of effective leadership by helping each other solve real issues they are facing in their leadership roles.

4 - LEADERSHIP PROJECTS MODEL FOR HIGH POTENTIAL LEADERS - The intent of this approach is to use a real executive project experience to develop 20 to 200 or more high potential leaders. After an initial "kick off" session as described above, project teams will work together over the course of 3 months or so to research an issue identified as pertinent to the organization, and then plan, and implement a presentation to the executive leadership team. Among the many benefits, perhaps the greatest two are 1) the developmental opportunity for the participant leaders and 2) valuable information for the company to consider and potentially act upon.

Click on one of our four Leadership Development approaches to learn more

For additional information please read a case study and testimonial for the Cascading approach and a case study for the Leadership Projects approach.

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To Get Started Using Our Leadership Development Services

When you're ready to begin the leadership development process, the first step is to set up an initial phone consultation. Please call our office at (269) 720-4368 between the hours of 9:00AM and 5:00PM EST, Monday to Friday, or complete the contact form to arrange a meeting time.

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Team Training and Leadership Development at the Brook Lodge - Augusta, Michigan

The home site for our experiential training facility is Brook Lodge in Augusta, Michigan where we are able to offer what is arguably the best experiential adventure training process and the finest executive retreat facility combination in the Midwest.

Brook Lodge, owned by Michigan State University, has a 40 acre campus situated among 637 acres of woodland. Formerly the summer home of Dr. W.E. Upjohn, it is now a full-service conference center with the flexibility to serve groups from 10 to 200.

Charming cottages offer comfortable sleeping arrangements and amenities such as bedrooms with wireless internet access, and living rooms with cable TV. Exceptional food and service are available in a variety of locations. The campus also includes a driving range and putting green, walking paths, and a Japanese garden. Our experiential activities at Brook Lodge include a secluded ropes course and multiple initiative sites.

For more information, please visit the Brook Lodge website.

Team Training and Leadership Development at the Chauncey Conference Center - Princeton, New Jersey

Crux Move also maintains an experiential training site at Chauncey Conference Center just minutes from historic Princeton, New Jersey and reasonable driving distance from Philadelphia and Newark airports. Surrounded by 370 acres of peaceful woodlands, this is a gracious location for corporate trainings and meetings, weddings, special events and leisure getaways.

In a serene lakeside setting, Chauncey features luxurious guest rooms, a conference center, event space and an award-winning restaurant. Tucked away close by is historic Laurie House, a former hunt club that welcomes guests to enjoy the intimate atmosphere of a small inn. Laurie House has inviting rooms for special occasions and seven elegant bed and breakfast-style accommodations.

Other Locations for Team and Leadership Development

When bringing your team to one of our partner locations isn't the best option for you, we are also available to work at your location and can make alternate arrangements at other suitable meeting spaces.

Specific Crux Move Consulting Clients and Projects

Click on the company to learn more about each of the projects and deliverables

Herman Miller

Facilitated the growth and development of many teams and work groups across the organization.
Led conflict resolution and cultural change intervention for a critical aspect of the business that enables customers to tailor products.

"We used Crux Move to fundamentally shift how we work as a team. What started as 18 individuals embedded in different areas of the company, with at times an "us vs. them" approach, turned into one team working together to achieve common goals."
In a move to gain greater alignment in best practices, eliminate redundancy and increase workforce flexibility across multiple plants, Operations Leadership partnered with Crux Move to strengthen key relationships, enhance trust, and commit to further leverage synergies.
Key executive leaders considering project teams and looking to minimize time needed to accomplish goals, improve project outputs and build future "bench strength" sought out a compressed development opportunity to launch projects. Crux Move was asked to deliver a three day kick off that upon evaluation provided all three.
Collaborated with Learning & Development to design and deliver three-day leadership and team development sessions to kick off internal thirteen-week leadership trainings. Program design included assessment, team and leadership models, facilitated discussion and experiential activities. Scheduled follow up sessions integrated an Emotional Intelligence assessment with a ‘360' component to foster developmental feedback from peers.

Pfizer

Conducted team development process for Pharmaceutical Operations Leadership Team and currently provide ongoing development, maintenance, facilitation and coaching for strategic groups.
Assisted internal cultural change efforts through the facilitation of leadership and team development programs at various levels of Kalamazoo Pharmaceutical Operations.
Worked with leaders in Pharmaceutical Sciences R&D to improve working relationships and communication between Operations and the Quality organization.
Designed and facilitated half-day process to assist Business Unit leadership teams in rolling out, and gaining input, support and alignment for the year's business plan. Design combined presentation, facilitated discussion and experiential activities for approximately 100 cross functional leaders
Designed and facilitated multiple half-day processes to assist a Business Unit leadership team in rolling out, gaining input, support and alignment for the year's business plan. Design combined presentation, facilitated discussion and experiential activities for the entire 350 members of the unit.

Steelcase

Provided team development, conflict resolution and facilitation for multiple areas and teams.
Designed and implemented programs to develop future operational leaders.
Developed plant and functional area leadership teams and provided coaching for plant managers, superintendents and supervisors.
Designed and conducted training to assist in the change process from functional areas to focus factory teams.
Consulted with corporate university to design and deliver a series of professional development workshops to strengthen the "People Leaders" certification process and assist in driving corporate core values.
Designed and implemented development/coaching/support process for traveling work teams.

Accenture, Knowledge Management

Facilitated the building of a virtual global team responsible for process excellence.
Partnered with internal leadership to assist with the launch of a virtual global team through the delivery of 2-day workshop that focused on team chartering processes, rapid relationship building, and roles and responsibilities to an effective team process.
Designed and implemented a process for building relationships between virtual global teams in the process excellence and knowledge services areas.
Coached team leaders in facilitation, leadership skills and application.

American Electric Power, Cook Nuclear Plant

Designed and facilitated one week leadership and team development session to kick off a seven week Leadership Academy. Design included a mix of assessment, team and leader models, facilitated discussion and experiential activities.
Delivered team and leadership development training for multiple teams across the organization.

Benteler Automotive

Administered leadership team self-assessment to executive leadership team.
Designed and facilitated team development training for NAFTA Operations Leadership.
Consulted with and coached executive leaders.

Daimler Chrysler

Designed and facilitated an experiential component to add to the team development roll out process for a group of engineers responsible for a new vehicle launch.
Provided team development training to vehicle launch teams for the 1999 WJ Launch Team (Jeep) and the 1997 Chrysler Transfer Line Team.

Flowserve Corporation (formerly Durametallic)

Consulted, designed and implemented training initiatives to change the culture and build teams for the entire operations group from the leadership team to operating level.
Post IPO, acquisition and merger; conducted training to consolidate teams consisting of past competitors.
Facilitated a breakthrough retreat for the Fluid Sealing Division Leadership Team and developed team standards helping them to create an environment where they could talk about the real issues openly.

General Motors Powertrain, Saginaw Metal Casting Operations & Malleable Iron Plant

Delivered training to develop the first cross-functional team of salaried and hourly employees to apply the rapid proto-typing technology they were creating to the production of engine block casts.
Facilitated a leadership team to gain alignment in solving a major quality/technology problem in using a new metal in castings leading to a major scrap reduction.
Facilitated multiple teams to create an open culture and effective relationships to drive business goals.
Provided train-the-trainer consultation to internal OD department. Their goal was to expand their internal training process to include experiential components and to consolidate plant training functions.

Complete Client List