How startup managers increased engagement In key areas by 20%
How Lever used strategic leadership development to grow its managers and teams
A Case Study with Lever
Learn how Lever's managers increased engagement on key indicators by an average of 20%, at a time when the company grew in size by 50%.
This case study is featured in the book, Leadership Team Coaching in Practice: Case Studies on Developing High-Performing Teams.
How to Scale Lever’s Teams?
At the beginning of our engagement in 2017, the company was deep in fundraising mode for its Series C round of $40 million. It was also transitioning from an 80-person company to a 155-person company. In a startup with limited resources, it’s key to direct development resources in a targeted way – but where to start?
Sarah Nahm, CEO of Lever
“When we started this work, a whole bunch of things were very different at Lever. We had not hired very many managers from the outside and we had not promoted very many people into management from the inside. We didn’t have a vision of how we wanted to scale teams and if anything, we felt quite a lot of peril that in that scaling we would lose a lot of what we had already built up.”
Strategically Invest in Managers
At that time, Sarah Nahm and Mike Bailen, the VP of People, made a strategic decision to focus on developing it managers.
Mike Bailen, VP of People at Lever
“Because many of these leaders were stepping into management for the very first time, it was critical to establish a philosophical alignment around what the role means. We needed to give managers the tools to think of themselves as people developers, not as somebody’s boss. And, obviously, a big part of an employee’s engagement is a result of their relationship with their manager. More than ever, employees want to gain skills, learn new things, and be developed. If they can’t find it within your organization, they're going to go somewhere else. So that’s why we started with the management layer.”
The Approach: The Leadership Accelerator
Our goal in the design of the Leadership Accelerator for Lever was to empower first-year and mid-level managers to move through the journey from team manager to team coach over the course of six months, while also increasing the engagement levels of their teams.
To ensure the successful behavioral adoption for Lever’s leaders, we utilized the most effective training modalities for today’s workplace, including:
Peer group learning sessions and peer coaching
Personalized coaching on specific growth areas, as identified by close colleagues
Relevant exercises to apply to real work
The content of the program focused on three core behavioral strategies.
Own your growth: This module included segments related to social and emotional intelligence, productivity habits, and work–life balance.
Develop your people: This module included segments to coach direct reports in 1:1s and in the flow of work
Empower your team: This module focused on developing the capabilities of managers to take a collaborative, data-driven approach to improving key performance and engagement dimensions with their team.
+ Increased Engagement Scores
Using this approach, Lever’s managers increased engagement on key indicators by an average of 20%, as well as increased overall engagement for the company by 2%.
+ Improved Manager Effectiveness in Key Areas
92% of participants improved their goal-setting abilities
84% of participants improved their abilities to hold others accountable
92% of participants increased personal productivity
92% of participants made progress in specific growth areas
84% of participants improved their emotional awareness and self-regulation
+ Improved Cross-Functional Effectiveness
Because Lever’s managers were developed together as a cohort, the company benefited from shared learning and accountability amongst managers and improved cross- functional capabilities. Bailen remarks, “The frameworks we now have create a system that optimizes cross-functional outcomes. Teams can deploy these frameworks as they are entering into team-based work or as they are interfacing with other parts of the business and it is not foreign to anybody.”
+ Dynamic and Responsive Organization Environment
Lever’s managers and teams have created the foundation for a dynamic and responsive organizational environment. As Bailen states, “Many organizations go from point a to point b in a straight line. In contrast, we’ve set up a system where we can sense things along that path and move dynamically when we encounter different roadblocks, challenges or variables.”
+ Competitive Advantage
Simply having access to this data is not a competitive edge. Most organizations are awash in data. What gives companies like Lever an edge is that they now have the frameworks and tools to deftly use that data to identify and shift behaviours as needed – whether that is to increase performance, improve an engagement dimension or decrease turnover. These are the kinds of things that most startups simply don’t know how to target and improve in any significant or predictable way. Companies that do this well, when aided by reliable and signal-worthy data, will leapfrog ahead of their competition.