Build Leadership Capacity That Drives Business Results

Effective strategy implementation happens when leaders from the C-suite to the mid-level managers have the right set of skills for the unique culture and strategy of each organizations. There is no one-size fits all approach that actually is worth the ROI. We work with our clients to identify the “mission-critical” skills and then develop their leaders with training, one-on-one coaching, advising on stretch assignments for skill-building, and group coaching.

Leadership Development That Delivers ROI

Our strategic approach to leadership development creates measurable improvements in leadership effectiveness and organizational performance.

Massachusetts Operational Services Division

LWC developed custom leadership model identifying mission-critical skills from the comprehensive Korn Ferry framework. Working with OSD subject matter experts, we tailored leadership competencies to their unique operational environment managing $2.38B in statewide contracts.

Pilot to Scale Success:

  • Started with 2-person pilot program

  • Conducted pre-assessment, 12-week coaching plan, and 1-year follow-up

  • Demonstrated substantial improvement and clear ROI

  • Scaled successful model to 4 cohorts spanning executive to newly-minted managers across the entire agency

Individual Executive Coaching: The LWC team of Korn-Ferry certified coaches provided one-on-one leadership coaching for senior and executive-level government leaders and legal professionals, focusing on strategic leadership capabilities and organizational effectiveness.

MassDOT and MBTA

LWC began each of these projects with an analysis of existing data collected from Town Halls and various surveys. Then one-on-one interviews led to a granular understanding of the current situation regarding inclusive leadership. Sharing back that data at our facilitated feedback meetings enabled a collaborative approach to the design of an inclusive leader development project for approximately 60 high-level executives of these agencies. Multiple sessions over several months, with these executives, led to their exercise of power to identify options for changes to the talent lifecycle processes.

Leading Change When the Change Keeps Changing

In traditional change models like Prosci’s ADKAR, everything begins with awareness. People need to understand what the change is, why it is necessary, and what happens if they do not change.

With AI, and especially with agentic AI, that first step becomes nearly impossible. The change is not static. It evolves every time a person interacts with an AI system. Each prompt, correction, and outcome reshapes what the change actually is. Awareness, in this context, is not a single milestone. It is a moving target.

That is why leadership, not project management, is the true differentiator in AI adoption. Research from MIT Sloan Management Review and the Journal of Management Studies shows that trust, culture, and emotional readiness, rather than technology, predict whether AI succeeds or stalls. When leaders create psychological safety and model curiosity, people begin to see AI as a collaborator rather than a threat.

This is where leadership development must evolve. Leaders now need what researchers call systems intelligence: the ability to act wisely within complex, feedback-rich environments. It is the human counterpart to agentic AI, sensing patterns, learning in real time, and adapting as conditions shift.

The next frontier of change leadership is not managing adoption. It is developing sensemakers—leaders who can navigate ambiguity, design for emergence, and sustain trust in dynamic systems. Organizations that invest in leadership literacy along with AI literacy will remain human, adaptive, and ahead of what comes next.