In the face of unprecedented challenges brought about by conflict and uncertainty, leadership becomes not just a skill but a beacon of hope. Amidst the backdrop of a full-scale invasion in Ukraine, where every day presents new obstacles and uncertainties, the need for resilient, adaptive, and empowered leaders has never been more pronounced. It’s within this context that the Power Leading program emerges as a transformative force, designed to equip middle managers with the tools, mindset, and resilience to navigate turbulent waters and emerge as impactful leaders in their organizations and communities.
As the first modular training program launched amidst the tumultuous backdrop of conflict and crisis, Power Leading stands as a testament to the unwavering commitment to leadership development even in the most challenging of times. This program, tailored specifically for middle managers, serves as a lifeline, providing essential skills and strategies to not only survive but thrive in the face of adversity.
Moreover, the Power Leading program is an integral part of a comprehensive leadership development solution for 4 main businesses at Fozzy Group (Headquarters, Silpo, Temabit Fozzy Group, Logistics), aimed at cultivating a culture of resilience and excellence within organizations. Designed to complement existing training initiatives and leadership development frameworks, Power Leading represents a crucial pillar in the overarching strategy to empower leaders at all levels to navigate uncertainty with confidence and grace.
The Goal:
The primary goal of the Power Leading program is to empower middle managers with the knowledge, skills, and mindset necessary to lead effectively in times of crisis. By equipping participants with a comprehensive toolkit of leadership strategies, communication techniques, and resilience-building practices, the program aims to foster a new generation of leaders who can navigate uncertainty with confidence, inspire their teams amidst chaos, and drive positive change in their organizations.
Focus and Uniqueness:
What sets Power Leading apart is its unwavering focus on practical, actionable strategies tailored to the unique challenges faced by middle managers during times of crisis. Unlike traditional leadership programs that may overlook the realities of operating in conflict zones or under extreme duress, Power Leading takes a holistic approach, addressing not only the professional but also the personal challenges that arise in such environments.
Furthermore, the program’s modular structure allows for flexibility and adaptability, ensuring that participants can access the training even in the most challenging circumstances. Whether it’s through virtual sessions held during power outages or condensed workshops conducted in bomb shelters, Power Leading demonstrates a commitment to meeting participants where they are and providing the support they need to succeed.
In essence, Power Leading is not just a leadership program; it’s a lifeline for middle managers navigating uncharted waters amidst crisis and conflict. Through its focus on empowerment, resilience, and adaptability, the program stands as a beacon of hope, illuminating the path forward for leaders determined to make a difference, no matter the circumstances.
The approach:
The development of Power Leading was rooted in extensive research, reflection, and collaboration with leading academics from prestigious European business schools. Drawing upon theoretical expertise and practical insights gleaned from extensive discussions with professors and the broader business community, the program seamlessly integrates academic knowledge with real-world applications. What was once theoretical experience has been transformed into practical strategies that empower middle managers to lead effectively in times of crisis.
Moreover, the program is designed to leverage the learning journey framework (Van Dam, N., & Rijken, J., 2021) and elements of the 70:20:10 model (Kajewski K., Madsen V., 2012).
Key components include:
1. Kick-off meeting.
2. Assessment of competencies at the start of the program and 3 months after the completion.
3. Retreat at the start of the program.
4. Pre-learning in various formats and practical online workshops.
5. On-the-job tasks after each module to practically apply new approaches.
6. Recommendations for additional 1:1 meetings with the manager (mentoring).
7. Final meeting for reflection at the end of the program.
The results:
Between January 2023 and May 2024, we conducted a program for more than 140 middle managers (2 cohorts, the second one is continuing the journey). The program includes:
1) 8 modules (with pre-learning, practical sessions in various formats – case studies, workshops, discussions, role games).
2) Homework after each module with individual feedback and focus on on-the-job implementation.
3) More than 40 customized e-learning materials (case studies, videos, reflection exercises) created for middle managers.
4) A pilot community meeting after graduation from the program.
We use the Kirkpatrick model (Kirkpatrick, 2022) to analyze the results and effectiveness of L&D projects. Therefore, we defined the following learning metrics:
| Level | Metrics |
| Reaction | CSI, NPS |
| Learning | Attendance of the live online workshops, completion of e-learning materials, homework (level of engagement) |
| Behavior | 180-degree assessment based on leadership competencies (on the start of the program and after completion) |
| Results | Business performance (evaluation of achieving goals set on the start of learning way) |
The results after the 1 cohort can be found below.
Reaction
| Metrics | Our result | Our target |
| NPS of the program | 83 pp | 70 pp |
| CSI materials | 92 % | 80 % |
| CSI trainers’ expertise | 93 % | 80 % |
| CSI practical relevance to participants’ jobs | 89 % | 80 % |
| CSI programs’ format | 91 % | 80 % |
| CSI organizational support | 95 % | 80 % |
Learning
| Metrics | Our result | Our target |
| Level of attendance live online workshops | 90 % | 90 % |
| Level of completion of mandatory e-learning materials | 76 % | 70 % |
| Level of completion of e-learning materials for hungry hurts (additional) | 40 % | 25 % |
| Level of completion of homework with on-the-job implication | 80 % | 60 % |
Behavior
In the graphs, you can observe the dynamics of changes in the behavior of participants regarding key topics presented during the program. The assessment was conducted using an adapted competency model, which encompassed a comprehensive set of indicators aligned with the program’s objectives.
Results
We conducted a post-program survey with our participants to ascertain the extent to which they had met their predetermined objectives. The findings revealed that an impressive 86 percent of respondents confirmed the successful attainment of their initially established goals
Inspiring space for managers
Within our leadership program, we’ve established a dynamic managers’ community that serves as a pivotal instrument for growth and resilience. This community is not just a forum for casual interaction; it’s a structured platform where middle managers engage in case studies, delve into fresh topics, and conduct deep dives into relevant subjects.
Our managers’ community functions as an incubator of inspiration and support, providing a nurturing space where middle managers can exchange experiences, share insights, and collaborate on solutions to common challenges. Through a variety of initiatives such as case-study discussions, topical workshops, and peer mentoring sessions, our community fosters a culture of learning, innovation, and mutual support.
In the midst of the ongoing war, our community has become a shining symbol of resilience and hope. As we confront the complexities of the current landscape, our managers’ community stands firm, providing a foundation of support and solidarity that empowers us to face challenges head-on. Together, we harness the power of community to fuel our journey toward growth, ensuring that no obstacle is too great to overcome when we stand united.
Participant’s reflection
After completing the program, participants provided invaluable feedback and reflections, offering insights into their transformative journey. Many expressed profound inspiration, noting significant advancements in their people management skills, successful integration of new approaches, and heightened motivation within their teams. These reflections underscore the program’s efficacy in cultivating not only better leaders but also fostering tangible improvements in leadership effectiveness and organizational dynamics. Furthermore, participants highlighted how the acquired skills and strategies helped them navigate the challenges of the ongoing war, enabling them to lead their teams with resilience and adaptability amidst adversity. The program’s impact extended beyond professional development, playing a crucial role in bolstering teams’ cohesion and fortitude in the face of unprecedented challenges.
These are some of the deepest and most thought-provoking reflections:
“This program was a beacon of hope amidst the chaos of war. It taught me resilience in the face of adversity and empowered me to lead my team through the darkest of times.”
“Participating in this program was a transformative experience. It not only equipped me with practical tools for effective leadership but also instilled in me a sense of inner power and resilience that I never knew I possessed.”
“Amidst the turmoil of war, this program served as a sanctuary for growth and reflection. It allowed me to tap into my inner strength and emerge as a more confident and resilient leader for my team.”
About the company
Established in 1997, Fozzy Group became one of the largest commercial groups in Ukraine and one of the leading local retailers. More than 70 companies integrated through consumer products values chain.
Despite the difficult economic situation and the war, the company continues to grow, digitizes their businesses, launches startups, and builds an ecosystem. From the first hours of the war Fozzy Group has made its mission to ensure that every given day Ukrainian families have enough food on their tables. Despite the hardships, 748 grocery stores of their four retail chains are open for guests as of January, 2024.
