Leadership Foundations · part of Orchestrate Impact
Leadership Foundations · Being a VP
New and rising vice presidents learn what the title actually asks of them, and lead one enterprise project that proves they are already doing it.
- Level
- Executives, Senior leaders, High potentials
- Group size
- Under 20 · 20–60
- Time
- Sessions over weeks
- Format
- In person · Virtual · Hybrid
- Languages
- English · French
Each VP, or VP-in-waiting, names the enterprise result the role exists to move, in front of peers who hold the same title.
Sessions install the shift from running a function to owning a slice of the company: the peer relationships, the board-level conversation, the trade-offs nobody below them could make.
They report the number to the executive team, which is the first time most have done it in that room.
- VPs who act like owners of the company, not heads of a department
- A cross-functional peer group that keeps holding the line
- Succession evidence for the executive team
- Impact measured at the enterprise level
- Alignment
- Execution
- Talent insight
42% more promotions
Bell Leadership Foundations participants versus the Bell average (6% vs 4%), with a third the attrition. A system-level result; no VP-only cut is on file
Each leader runs a High Impact Project against a real business number. Results roll up to the sponsor in dollars, with the Participant's own attribution of how much the experience contributed.
Evidence you receive: Impact project results, ROI commitment.
Maps to the competency model you already use. Runs as a module inside an existing leadership curriculum or as the immersive anchor a curriculum is missing. Reinforcement assets load into your LMS.
- Nearest experienceLeadership Foundations · ExecutivesExecutives lead one enterprise-level High Impact Project and report an attributed result that averages over $300,000.
- Nearest experienceLeadership Foundations · Leaders of Leaders (CP3)Directors and senior managers lead a High Impact Project through the leaders below them, and the strategy stops being clear only at the top.
- Often runs beforeLeadership Foundations · Leaders of Leaders (CP3)Directors and senior managers lead a High Impact Project through the leaders below them, and the strategy stops being clear only at the top.
- Often runs afterLeadership Foundations · ExecutivesExecutives lead one enterprise-level High Impact Project and report an attributed result that averages over $300,000.
- Often runs afterHigh Impact CoachingEach leader carries one real project, an Accountability Partner, and milestones their boss could see, and calculates the impact in dollars.