This field is for validation purposes and should be left unchanged.





How We Deliver This Service

This service usually involves a few key steps. We usually follow this pattern: 

  • Step 1—Outcomes. We work with stakeholders to define the outcomes a formal leadership program should produce and the timelines in which those outcomes can be realistically achieved.
  • Step 2—Definition. We work with stakeholders to define what leadership means to them and to their business. This formal definition becomes the yard stick by which all leaders will be evaluated in the formal leadership development program. See Leadership Traits Definition below for some ideas about what this might look like for your firm.
  • Step 3—Identification. We work with stakeholders to identify which type of leadership development program they’d like to run at their firm. See Program Types below for a set of common options.
  • Step 4—Enrollment. We invite people into the formal programs and explain how the year-long process works. We set expectations and outline the time commitments that would be required.
  • Step 5—Engagement. We engage the year-long program and report our progress to stakeholders at the firm at milestone moments.
Program Types

Most of our leadership development programs are comprised of a combination of group sessions, individual learning opportunities, cohort coaching and one-on-one coaching sessions. Our programs usually kick-off with a 360-degree assessment of the current skills and capabilities of each leader. We also prefer, whenever possible, to have the Myers-Briggs personality inventory assessment completed before program launch.

Most programs will be comprised of:

  • Individual goal setting. We prefer to ask each person to define a set of goals for what they want to get out of the program. We find that when people set their own goals, they engage the program more deeply.
  • Quarterly groups sessions. In these sessions, we explore a wide range of topics and discussion points. These often last 1-2 days, depending on the needs of the cohort and the firm.
  • Individual learning opportunities. Each member of the cohort is assigned a set of reading materials and is asked to reflect on the readings through a personal journal.
  • Cohort coaching. Most program participants learn and grow a great deal as a leader by hearing from others in the group. Whenever possible, we prefer to assign cohort partners for the year-long program.
  • One-On-On Coaching. Each member of the cohort will be assigned a professional coach. The number of sessions with the coach will be defined at the outset of the program.

Our leadership development programs can be administered with any combination of these types of individuals, depending on your needs:

  • Cohort of current leaders.
  • Cohort of people with tremendous leadership potential.
  • Cohort of young people who could become future leaders.
Leadership Traits Definition

We would wager that if you asked ten different people at your firm what it means to be a leader, you would likely hear ten different answers. This is what happens when leadership qualities are not formally defined. This often creates a blurry, rather than a crystal clear, picture of what it means to behave and to achieve like a leader.

This is why it’s so important to formally define what leadership means to your organization. At The Shattuck Group, we believe real leadership is not about power, ownership, decision-rights, titles or any of the trappings that most people deem to be evidence of leadership. Time and time again, we’ve seen people who have all of these attributes in spades NOT produce the outcomes that matter.

We believe in Servant Leadership. This standard requires leaders to act in the best interest of others. It asks leaders to fully commit to understanding the mindset, life experiences, values and goals of team members. It asks leaders to become great coaches, where they are trusted, admired, sought out and are enjoyable to be around.

Servant Leaders are masters at creating connections between the motives and goals of individuals on their teams and the larger strategic goals the business is seeking to achieve. The know how to unlock the self-motivation potential of people on their team. This is how Servant Leaders get the right things done.

To help you in getting started on your formal definition of leadership, here are qualities we believe effective leaders tend to demonstrate:

  1. Influence. Effective leaders reach for influence far more than power. They demonstrate high EQ as well as IQ. They tend to have very strong personal networks and know how to get people to align with what they’re trying to achieve.
  2. Trust. Effective leaders are typically the most trusted people within the organization. Their word is their bond. They make decisions carefully and commit to them fully. They are very good at keeping the confidence of people who entrust them with information they don’t want shared.
  3. Transparency. Effective leaders speak the unspoken truth. They’re information conduits, not silos. They share and practice an open-door and open-mind policy. People around them know what they’re thinking and usually don’t have to pry for details.
  4. Plans. Effective leaders have A plans, B plans, C plans and D plans. They are good at thinking on their feet and responding in real time. But more than anything, they make good long-term plans and stick to them, even through adversity.
  5. Tenacity. Effective leaders are not quitters. They are tenacious and dogged. But they’re also flexible enough to change with the situation. They adapt and respond based on real time information, all while sticking to the long-term goals.
  6. Responsibility. Effective leaders own problems squarely and give credit to others. They are the rock-solid players within the firm that others can count on time and time again.
  7. Results. Effective leaders produce the results that matter to the business.