Hollister builds leadership skills across its global operations

Purpose – Shares best practice from a global, front‐line leadership‐development program at medical‐supply manufacturer Hollister Incorporated. Design/methodology/approach – Describes how Lake Forest Graduate School of Management worked with Hollister to develop and deliver the program, which provided consistent leadership growth for global front‐line leaders of the organization. Findings – Finds that live, classroom‐based leadership development brought added value through informal learning and networking. Practical implications – Reveals that 94 percent of participants reported that they acquired new knowledge and skills and changed their behavior as a result of the learning, while 84 percent reported that new management behaviors led to positive business results. The greatest improvements were in communication styles, performance management and coaching. Social implications – Details ways in which Hollister has been able to forge a single organizational culture at its sites across the world. Originality/value – Highlights the value of the close involvement of senior managers in devising, monitoring and delivering the program.