Leadership development often fails not because people lack potential, but because organizations implement programs before clearly defining what leadership success looks like in their business. For growing companies without in-house HR or learning and development resources, investing in leadership growth requires intentional strategy. Programs must translate into measurable behavioral change, not just good conversations.
This was the context when Trademark, a San Francisco-based event planning company, partnered with tagLeaders. As Trademark expanded, managers and producers were navigating demanding client timelines, constant prioritization, and the need to operate with autonomy without relying on the executive leadership team for daily guidance.
Rather than starting with a pre-built program, tagLeaders began with strategy. We partnered with Trademark’s executive leadership team to clarify what leadership success meant for their organization. This collaboration became a Learning Strategy Alignment, a structured process designed to ensure the Leadership Accelerator supported real business outcomes, not generic leadership ideals.
The Four-Step Learning Strategy Alignment
1. Core Values and Competencies
We worked with the executive team to identify the leadership behaviors and competencies that mattered most for their culture and business goals. By clarifying what good leadership looked like in real work situations, we made expectations explicit. This gave managers a clearer picture of how to show up, the behaviors that would be recognized, and how their growth would be supported.
2. Action Mapping
Next, leaders explored the real challenges their teams faced in day-to-day work. They examined what they wanted managers to do differently, what made these behaviors difficult, and the knowledge and support needed to succeed. While we don’t share all exercises publicly, examples included prioritization under pressure, remaining calm, delegating effectively, and asking for help when needed. This step grounded development in authentic scenarios rather than abstract theory.
3. Evaluation Planning
The executive team co-created a framework for what success would look like. They identified behaviors and signals indicating the program was effective, such as teams taking ownership, leaders confidently making decisions, and smoother operations without constant executive involvement. Leaders also highlighted the importance of clear expectations, trust in one another, and a culture that supported risk-taking. These success signals provided a north star for the program.
4. Metrics and Measurement
Finally, we defined high-level metrics to track progress. Participation, engagement, knowledge application, and immediate feedback allowed executives to see measurable results. Pre- and post-program surveys, scenario-based knowledge checks, and workshop feedback provided quantitative and qualitative evidence of shifts in confidence, self-efficacy, and applied leadership skills. This approach ensured that every activity and session tied back to meaningful outcomes.
Leadership Accelerator in Action
With this strategic foundation, tagLeaders designed and delivered a Leadership Accelerator for 14 managers at Trademark. The program blended workshops, small-group coaching, peer discussion, and real-time application. Leaders practiced skills in the context of their work, content evolved based on feedback, pacing was adjusted to meet operational demands, and learning was integrated into existing workflows to increase adoption. To learn more about small group coaching, check out this article: https://tagleaders.org/team-coaching-improves-how-teams-work/
In the Learning Strategy Alignment call, we asked Trademark’s executive team, “How will you know that this program was worth it?” Leaders identified the behaviors and signals they wanted to see: team members confidently taking ownership of projects, embracing challenges rather than avoiding them, and operating effectively without day-to-day executive involvement. Clear expectations, support from leadership, and trust in the team were emphasized as key indicators of success.
Measurable Results and Participant Impact
The outcomes closely mirrored the success signals identified during alignment. Leaders reported stronger confidence in delegating and empowering others, clearer awareness of their leadership impact, and improved decision-making in complex situations. Teams took more ownership of projects, communication improved, and managers felt better equipped to guide their teams without constant executive oversight.
Feedback highlighted the real-world impact of the program. One participant shared, “I have more confidence in my approach to difficult conversations,” while another said, “We now have a shared language for tackling challenges as a team.” Others noted increased curiosity about how to make impactful change and that leaders were stepping into decision-making roles more confidently. These qualitative observations complemented quantitative results from pre- and post-program surveys, showing significant gains in confidence, delegation, and applied leadership skills.
Session-level data reinforced these results. Average attendance was 85 percent across 11 to 13 participants per session. Workshop ratings increased steadily throughout the program, with group coaching and sessions on time management and prioritization rated the highest. Leaders consistently noted that practical application, peer discussion, and reflection drove the most learning. Emotional agility and prioritization skills were seen as highly relevant, reinforcing that embedding new behaviors into everyday work builds lasting change.
The systematic tipping point came from layering individual coaching, small group coaching pods, and team workshops. Leaders had multiple touchpoints to practice skills, receive feedback, and reinforce new habits, ensuring behaviors were sustained beyond the program. This integration of one-to-one guidance and peer support was critical for translating knowledge into consistent action.
Why This Approach Works
What made this program effective was not a single tool, workshop, or theoretical framework, but the clarity created at the outset. By investing in Learning Strategy Alignment before designing the program, Trademark ensured leadership development was relevant, grounded, and tied directly to organizational priorities. Leadership training became a strategic lever to build autonomy, trust, and resilience across the organization. Every session was customized to Trademark’s culture, priorities, and goals, maximizing impact.
Partner With tagLeaders
At tagLeaders, we partner with growing organizations, typically under 200 employees, that are ready to invest in leadership development but do not yet have in-house HR or learning and development infrastructure. We work with teams nationwide through virtual programs and in person throughout the San Francisco Bay Area and Phoenix. Our approach begins with alignment, ensuring leadership development is thoughtful, strategic, and tied to measurable outcomes.
For organizations navigating growth, complexity, or shifting responsibilities, a Learning Strategy Alignment could be the missing ingredient. By creating clarity around expectations, behaviors, and support, your leaders can develop the confidence and skills to make decisions independently, guide their teams effectively, and drive results without constant executive oversight. We welcome a conversation to explore how alignment and a tailored Leadership Accelerator could unlock the full potential of your leadership team. Email hello@tagleaders.org to connect with us.
