Good to Great Emerging Leaders - performHR


PerformHR was engaged by a Property Management and Construction group based in Rouse Hill with approximately 400 employees to accelerate their Learning and Development strategy and implementation. To continue empowering leaders and teams to learn continuously, the client aimed to roll out, for the first time, an emerging leaders program focused on leadership foundations. The first two cohorts comprised 40 current leaders who never had formal leadership training. After that, the program was to continue being implemented by the client for cohorts of emerging/new leaders.


PerformHR created a customised Leadership Foundations Program for our client by combining the critical content pillars of our Good to Great Emerging Leaders Program with a company-specific Leadership Capability Framework, values, and guest appearances by executive leaders. The program is designed to transform middle management leadership from mere managers to dynamic leaders who can effectively balance team growth, people management, and customer focus, thereby driving the organisation’s success.

The Leadership Foundations Program was conducted over a six-month period starting in January 2023, with six modules facilitated simultaneously for two cohorts of current leaders. Leaders were assigned tasks in between the modules to implement the learnings from the sessions, polish their answers from the activities, and reflect on course content and module reading materials.

At the end of the program, each leader had to present their Personal Mission Statement for the Legacy they are building as leaders.


True leadership starts from within. PerformHR delivered influential leaders for our client and a cohort of compelling individuals who mastered work and life. Some leaders chose to expand their Mission Statements to other areas of their lives, reporting to feel more fulfilled in their personal lives. Our client’s People & Culture Team has reported that:

  • Leadership behaviours have changed.
  • By the end of the program, leaders were more self-sufficient and less dependent on the People & Culture team to manage their teams.
  • Tough conversations became more manageable.
  • Employee engagement increased by 12% on the aspect of leadership.
  • Turnover decreased by 1.4%

“By the end of the program, leaders were more self-sufficient and less dependent on the People & Culture team to manage their teams.”

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