Starting Point and Objective
Loihde wanted to strengthen its people-management practices and update the content of its annual Loihde Leader training program to address a broader range of everyday leadership needs. The goal was to give managers concrete tools for leading people, setting goals, and supporting performance.
The starting point was a need to unify leadership practices and support managers in leading a diverse workforce. At the same time, Loihde wanted clearer approaches to goal-setting and ongoing day-to-day leadership. Loihde leads with people at the center, and in recent years the company has invested heavily in building a strong, unified culture. Developing management capability is part of building the "One Loihde" culture, in which consistent leadership connects the whole company.
The Solution
Loihde chose the SLII training program, which addressed multiple leadership development needs through a single, cohesive model. Rather than running separate training sessions, Loihde was able to build one program that supported managers across a range of leadership situations.
The SLII model fit well with Loihde's approach to leadership, which centers on leading people as individuals. Its strength lies in not pigeonholing people into fixed categories; instead, it helps managers adapt their leadership style to the situation, the person's skill level, and their commitment.
Implementation
The training was delivered as part of Loihde's own Loihde Leader program, through which managers and leaders receive ongoing coaching. Rather than a single training day, the learning was structured as a phased journey, so that what was learned would carry over into practice and continue to support managers' work after the training ended.
The learning journey was spread over roughly six months. This gave participants time to apply what they learned in their day-to-day work, revisit their observations, and deepen their skills step by step.
The training drew on participants' own everyday leadership situations, which made the learning practical and impactful. Peer learning played a central role, with participants discussing their experiences together with other managers.
Impact was tracked through ROI measurements conducted in two stages, assessing changes in leadership behavior and in team members' experience. This measurement also supported tracking progress toward the program's goals and made the development visible.
Impact and Results
As a result of the SLII training, managers' confidence in their own leadership skills rose by 61 percentage points – and the change was visible in their teams too: 79% of team members reported that their manager's leadership had improved.
Better leadership translated directly into results. 77% of managers felt their team's performance had improved by an average of 29%, while 54% of team members rated their own performance as having improved by an average of 38%. The calculated productivity gain was +7.9%.
Engagement and motivation also strengthened: 92% of participants said they felt more motivated in their role as a manager after the training. Among team members, 80% felt that better leadership had improved their own work motivation, and 73% felt it had strengthened their commitment to the organization.
In practice, the change was most visible in one-on-one conversations, which became more structured and goal-oriented. Managers reported that their leadership had become more intentional, and team members noticed it in everyday work – in their manager's presence and the way they engaged with people.
Looking Ahead
The program's impact was clear enough that the next round is already being planned. Strengthening quality, individualized leadership is also part of building the "One Loihde" culture, a effort that will continue going forward.
