New managers need more than a generic leadership course.
They need help with the decisions, people, and pressures of their own roles. Our cohort-based program combines instruction, practice, and coaching to help managers build sound judgment, delegate well, and lead their teams with confidence.
Thirty minutes on Zoom. Which managers, where they are starting, and what has to be different.
Veteran-owned
Kansas City
Founder-led development
Accelerate the leader development curve.
Your new leaders are hungry. They want to learn how to inspire a team, and they want to build something that works.
They also stand closest to your line workers and your customers. What a new leader does each day is what those people experience of your business. That makes them critical to how it performs.
You decide how quickly they get good at the job. We teach them how.
A new manager learns the job one way or another. Without a deliberate start they learn by trial and error, and the team lives through each error with them.
We start them on the everyday habits: setting expectations, delegating, giving feedback, and holding the conversations that are easy to postpone. They practice on the team they lead right now, so the work counts twice.
Classes, practice and coaching work on one development plan.
Learning only matters when it changes what happens at work. We connect the lesson, the next action, and the review so leaders can practice with purpose, and so the people accountable for them can see it happening.
Learn Practice the skill in a class, on the situations the role actually brings.
Apply Use it in the leader’s current work, with the next action always clear.
Review Use coaching and agreed progress reviews to examine what happened and what to change.
No two roles ask the same thing of a leader.
We develop your leaders for the specific environment, not a generic template. Your business has its own requirements, so we adapt the development program to maximize your leaders’ potential.
One example Shelly, a new nurse manager. Illustrative.
Athlete
The leader, and how she works.
Shelly was a staff nurse for eight years and was promoted because she never missed a deadline. When a task runs late, she does it herself.
Arena
The role, and what it demands.
A nurse manager has to be dependable. She also has to get the unit’s work done through her nurses.
Alignment
Where the leader fits the role, and where she does not.
Her dependability fits the job. Her problem is delegation. She is afraid that work she hands off will come back late or wrong, so she keeps it.
Adaptation
One change, tried on the job and checked each week.
Each Monday she hands one of her own tasks to a nurse, with a deadline. On Friday she writes down what happened, including anything she had to redo.
Her nurses never learn those tasks, and every late one ends up on her desk.
The Friday notes decide which task she hands off next Monday.
Ratings from O*NET 11-9111.00, which lists Nurse Manager among its job titles: Dependability 98, Leadership Orientation 91, Attention to Detail 87. Shelly is an illustration and not a client. The ratings describe the occupation as a whole.
This approach supports reflection and development. It is not a validated hiring, promotion, or performance-prediction tool.
Explore our approachWhat an engagement includes
The assessment
The leader’s app
A group class
A one-to-one
- The P×E assessment. A leader-by-environment survey that names each leader’s tendencies, their strengths, and the development path that follows from both.
- The leader’s app for the full 90 days. Their priorities, the demands of their role and their next action, in one place between sessions.
- A team view for the supervisor. The manager accountable for the group watches progress across all of them.
- Eight group classes, 90 minutes, one a week. Leadership fundamentals, styles and behaviors, worked against your own company’s values.
- Four individual coaching and assessment sessions, to gauge where each leader has actually moved.
- Three supervisor one-to-ones inside the 90 days.
- 90 days, or up to 180 for the intensive.
The app, in use
Two recordings, running on the app’s own sample account. Nothing in either is a client.
- Taking the assessment
One statement at a time. It asks for no name, and it ends on the five traits and the arena the leader is working in.
- Solving a problem
A leader types the situation in front of them in plain sentences. The page works it against their own profile and the demands of their role.
Built from 32 years of military leadership and 10 years of research. Applied to your organization.
Summary Leadership is led by G. Damon Wells, who commanded at every level from battery to brigade and taught at West Point. His approach focuses on developing critical leadership skills during the most impactful phase of a leader’s career, but he adds role and environmental requirements. These requirements are half of the leadership alignment equation, and are often overlooked by traditional leader development programs.
Classes and coaching bring those requirements into the decisions, conversations, and responsibilities your leaders face at work.
Meet DamonRun your new and developing leaders as a cohort.
A cohort runs for 90 or 180 days, depending on what fits your team. Throughout the program, your managers learn together, practice together, and review the real work they are doing right now. They build a common approach to solving problems, making decisions, and leading people. The result is more than better individual managers. It is a management team that works from the same playbook and holds the same standard.
Tell us how many leaders you have and where they are starting. We will work out the length and the start on the call.
Book a callThirty minutes on Zoom. Which managers, where they are starting, and what has to be different.