The Need

The Boeing Company (Boeing) approached the Leadership Center for Excellence (LCE) to support the goals of its Leading Change Program (a program administered by Boeing’s Leadership Talent Management (LTM) and Global Corporate Citizenship (GCC) programs). This program assigns skills-based volunteer consultants (Boeing employees) with nonprofit partner organizations in the community to undertake capacity building projects. The goal of the program is to create shared value and lasting positive impact for the company and community, while providing significant professional development for Boeing employees.

Boeing desired for its consultants to have a thorough understanding of the nonprofit sector and to cement growth of the volunteers’ leadership development in their roles at Boeing. LCE leveraged its experience in leadership and community development as well as nonprofit management training to complement GCC’s administration of the program.

The Solution

As GCC worked with the consultants and nonprofit partners to administer the program, LCE conducted a series of three group learning sessions to provide the consultants with a broad base of understanding of the nonprofit sector and culture, a framework for assessing and understanding their strengths in relation to the projects and a project planning document for tracking their learnings and impact from planning to implementation. These learning sessions allowed the consultants to interact with an expert in nonprofit management; hold facilitated discussions with the consultant and their peers around project expectations, successes and challenges; and articulate how their skills and learnings would translate to impact – for the nonprofit, in the community and in their careers at Boeing.

Through the course of the engagement, LCE provided support to Boeing in crafting three surveys to gather feedback from the consultants about their learnings, project experiences and skills assessment. The information was then used to track the group’s progress and provide additional support in challenging areas.

Lastly, LCE helped prepare the consultants for the capstone to the engagement, which was a presentation luncheon where consultants and their nonprofit partners presented the project highlights and outcomes to each other and to senior executives at Boeing. LCE coached each consultant to prepare a presentation that would be a clear, concise and authentic reflection of their hard work and dedication to the project.

The Impact

The result of the consulting engagement was an educated cohort of skills-based volunteers equipped with an understanding of the benefits of their participation in the program – for the nonprofit community, Boeing, and themselves.

In their final presentations, Boeing consultants highlighted the following positive results:

  • The longevity of their projects to create ongoing impact for the nonprofit partners
  • Lasting relationships and volunteerism with the nonprofit partners
  • The benefit of using their skills in a different environment
  • The refinement of skills used by Boeing volunteers i the nonprofit they were able to leverage in the workplace

The nonprofit partners noted the same as well as the increase in their confidence and abilities in areas where the consultant provided guidance and support.