L&D teams invest significant effort in designing leadership development programs that foster growth and transformation. But even the most well-designed programs can falter without a clear execution strategy. Once you’ve done the heavy lifting to build a program, the next crucial step is a successful launch.

In today’s crowded workplace, the challenge isn’t just about delivering a great curriculum because, as Meagan Aaron, managing consultant at DDI, says, “We’re fighting for mindshare.” Your program launch needs to cut through the noise, generate excitement and engagement among potential learners, and get key players aligned and on board.

Follow these four steps to prepare to effectively launch your program and maximize its potential value.

Generate excitement for your new program: 4 steps

1. Brand your program.

First, your new program needs a name. Choosing a name that’ll resonate with most people could feel daunting, which is why Aaron suggests leaning on those with naming experience, like your marketing or communications team. “They can give you do’s and don’ts, save you time, and identify any naming rules,” adds Aaron.

During brainstorming, you might teeter between a practical name (like Frontline Leadership) or a branded name (like Lead, Engage, Accelerate Development). Consider the pros and cons.

Practical names:

• Pro: Clarity—people will know what they’re signing up for.
• Con: Oversimplification— it could understate the curriculum if your program covers more than one focus.

Branded names:

• Pro: Vision—you can be more visionary, even inspiring behavior change.
• Con: Confusion—visionary names could confuse end users and have a shorter shelf-life.

Pro tip: “Acronyms tend to work best because organizations are naturally filled with them,” says Aaron. Acronyms are also memorable, and sometimes, you can inject humor where appropriate.

2. Get managers on board.

Managers are also key players that could make all the difference in your program launch. DDI’s research shows that the biggest lever you can pull to increase the impact of your program is to involve managers and leaders in supporting and reinforcing the application of new skills.

Start by sharing the models learners will learn, building a common language and buy-in. (Think knowledge, not expertise, says Aaron.) From there, provide managers with tools to excite people before the training, engage them during, and encourage them afterward.  

Managers also play a crucial role in removing barriers early. For instance, time constraints are a common issue. “Managers can proactively plan how to provide learners with the time and resources to prepare for and attend the training in its entirety,” says Aaron.

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