The mission, if we chose to accept it, was to ensure our mid-level managers have the skills needed to inspire commitment, build trust, and create engaged, high-performing teams—and more importantly, to ensure they are successful in applying leadership concepts and practices that align with our values to be Bold, Accountable, and Connected when leading our front-line employees.
This mission started a journey at Marine Corps Community Services Miramar (MCCS Miramar) that evolved into an experiential and exposure-focused leadership series in which a cohort of managers meet weekly over several weeks to learn about themselves, sharpen leadership strategies, and share their challenges and triumphs as they apply these concepts in their day-to-day work.
Although we have a long history of implementing workshops on topics such as Extended DISC, FranklinCovey’s Change Element, and Performance Coaching, we were not seeing the leadership principles actually being practiced, despite being well attended and receiving positive feedback from participants. After discussions and research, we used the following principles to guide us:
- Start with the end in mind.
- We learn by doing.
- Make it an experience.
- End with a bang.
Program Details
The MCCS Miramar Leadership Series is a seven-week course where a cohort of participants meet in person weekly for two-hour bite-sized sessions followed by a practical application of the concept being taught. The following week, the group reconvenes to discuss what worked—or didn’t—and what could be done to improve it. This format allows participants to apply their learning in their own workspace, with their own team. The topics covered in the series include:
- Leadership styles
- Innovation and Creativity
- Talent Development
- Generations at Work
- Meeting Management
- New Employees & SWOT Analysis
- Best Practices in Leadership
Start with the End in Mind
If our goal is to enhance the leadership ability of our mid-level managers, what is it that we want them to be and do? What do we want participants to walk away with after seven weeks? Discussions with all levels of leadership and outside research allowed us to narrow the topics to those we felt were most needed in our organization to best lead our specific employee population. The intent was for each participant to walk away committed to, and applying, their new knowledge and skills amid the daily hustle of work.
We Learn by Doing (and Trying Things)
Concepts are enhanced with relevant information in multiple formats, from business leaders sharing their thoughts via TED Talks to current published articles to our own senior leadership sharing their challenges and best practices. To encourage self-awareness and self-actualization, online self-assessments focusing on leadership attributes and emotional intelligence are assigned, and results are discussed during the sessions. Each week, participants are tasked with applying a leadership principle in a practical assignment with their direct reports.
Make It an Experience
MCCS Miramar is located inside a Marine Corps Air Station military base, which allows for a huge variety of stimulating and new environments to experience. Making use of this unique resource, each session is held in a different location on base, thus taking the participants out of their silos and “comfort zones,” to expose them to different departments and work environments. For example, a session is held overlooking the pool while Marines complete their swim qualifications for basic water survival. Furthermore, learners have an opportunity to talk with those whom they serve, our active-duty personnel, and get direct feedback on how their program or department can best support and meet the needs of our “primary customer.”
The Leadership Series is cohort-based, where the participants from different departments get to know each other well during the seven weeks through ice-breakers and group activities, open discussions, and opportunities to learn from other perspectives on current management challenges. The intent is that they create relationships that last beyond the seven sessions, where each of them become a resource and a support system for others.
Support from senior leadership is critical to the success of the MCCS Miramar Leadership Series. Senior leaders co-facilitate sessions, providing opportunities for participants to interact with, and get to know, them in a relaxed and friendly small group setting. Having the experiences of not only learning from senior leaders, but having time after the sessions for open dialogue, has been well received by both participants and the senior leaders.
End with a Bang
A common technique that great presenters use to make the most impact is to end with a bang. Similarly, the last session of the MCCS Miramar Leadership Series is held at a surprise location. Having the luxury and privilege of being located inside a military base, we have surprised participants with a final experience that provides a glimpse into the inner workings of our military, something we do not often have the privilege to view, let alone experience. Examples include hangar tours, boarding military aircrafts, and trying out the flight simulators used by our Marine Corps pilots. These experiences have a lasting impact on the participants, leaving them with an enhanced understanding of the challenges and triumphs our primary customers’ experience every day—further encouraging and motivating them to continue their efforts to be Accountable at every level of our enterprise to own the results, Boldly reject the status quo and complacency in all we do, and through our Connection with each other, our team, and those we serve, stay focused on meeting the needs of our Marines, Sailors, and their families.
The Result
To evaluate the extent to which the participants applied their new knowledge and skills to their work and the effect it had on their work performance, we developed pre- and post-tests. These are completed both by participants and their direct supervisor before starting and then after series completion.
Both participants and their supervisors have observed up to a 20 percent increase in the application of learned leadership behaviors and actions (i.e., behaviors observed post-training versus pre-training). Furthermore, the feedback for the MCCS Miramar Leadership Series has been positive from both participants and their supervisors. But the icing on the cake, and the current success of this mission, is that we are seeing participants apply their learning, reflect on their leadership, and be motivated to continue to enhance their skills. The program is still young, but 41 percent of series participants have been promoted to higher leadership positions.
Tips and Takeaways
While we understand that not everyone can fly a simulator or hold a session by a pool where Marines are swimming, consider facilitating your workshops outside the typical classroom or training room. Do you have an opportunity to hold a session in a different building or in the director’s conference room (or a location that is not normally used by your participants)? How can you make your learning session an experience? Knowing that pushing your learners out of their comfort zone gives them space for growth and expands their knowledge, can you think of ideas for doing so at your organization?
To end your workshop with a bang, is it possible to do something at your organization’s food court (a cooking session, perhaps?) or at the marketing department (design nameplates or personal logos?)? Similarly, are there cheap (or free) locations outside of your organization that are conducive for some new experiences?
The possibilities are endless. Just because it has never been done before does not mean that you cannot be the first to introduce it to your learners!
