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Building a Common Language for Leadership Across a Global Organization 

As organizations grow across regions, roles and markets, maintaining consistent leadership practices becomes increasingly difficult. For global companies, success depends on equipping leaders with a common framework that enables them to manage, develop and support employees to the same standard across the organization. 

This case study explores how Hilti Corporation, a multinational leader in the construction industry, partnered with The Center for Leadership Studies (CLS) to create a shared framework for navigating those differences. Aware of the follies of one-size-fits-all leadership, Hilti sought to establish a common language that could scale across roles, regions and cultures. 

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The Challenge 

With approximately 80% of its leaders developed internally and employees able to move laterally into new roles, Hilti needed managers that could help people get up to speed quickly, maintain high performance during transitions and ensure employees remained aligned and focused on shared business goals. The organization also wanted employees to take a more active role in their own development and communicate their needs directly to their managers. At the same time, Hilti’s global workforce required training that could be deployed globally, delivered across multiple languages, cultures and markets without losing the consistency of the underlying leadership approach. 

Key challenges included: 

  • Establishing greater consistency across the organization with a single performance framework and vocabulary 
  • Accelerating the development of internally promoted leaders and employees transitioning into new roles 
  • Strengthening managers’ coaching skills and ability to adapt their leadership approach 
  • Supporting a multicultural workforce with localized training in employees’ native languages 

Client Snapshot 

  • Industry: Manufacturing
  • Size: 28,000+ employees 
  • Location: Global; 120+ countries
  • Description: International construction industry manufacturer and solutions provider

The Solution 

Hilti integrated the Situational Leadership® Model into its broader leadership development strategy, using the framework to complement and operationalize its existing training efforts. The practical nature of the model gave employees the tools to participate more actively in conversations about their own performance and development. The organization expanded its integration across multiple areas of the business, including sales training, coaching plans and executive development initiatives, creating a shared approach that could be applied across functions, levels and geographic regions. To support enterprise-wide adoption, Hilti partnered with CLS to certify internal facilitators and deliver multiple Situational Leadership® programs globally. The programs were translated into nine core languages to support consistent delivery across its multicultural workforce.  

Key components of the solution included: 

  • Situational Leadership® programs for both leaders and individual contributors 
  • Internal trainer certification 
  • Translation and localization of programs for multilingual audiences 
  • Practical coaching and performance tools designed for immediate workplace application 
  • Integration with Hilti’s internal programs

Related Solutions: 

Situational Leadership® Essentials

Situational Coaching®

Situational Performance Ownership®

Custom Solutions

The Results

By establishing a common language of performance and development, Hilti created greater consistency in how leaders coach, develop and support employees across the organization. The Situational Leadership® Model became an integral part of onboarding, retention and engagement practices, creating opportunities for employees to take a more active role in their own growth. Rather than placing responsibility for development entirely with the manager, employees gained a reliable, repeatable framework for communicating their own level of readiness and the support they need. 

Hilti reported substantial improvements in employee engagement and development scores, including stronger ratings for team leads. For example, in North America, the program helped bring Hilti closer to its goal of expanding its reach by 20% thus far. The organization’s investment in internal capability further supported long-term sustainability.

6,000+ Employees

Completed Situational Leadership® programs

130+ Internal Trainers

Certified to support global delivery

29% Reduction

Of “time to performance” for salespeople

Testimonial

 

The Situational Leadership® Model has been an integral part of improving our coaching culture. Usage of the various leadership styles has increased team members’ engagement into the decision-making process, helping us become more collaborative in our approach to change.

Hilti Corporation
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Ready to build a more consistent approach to leadership across your organization? Our team can help you create a practical, scalable development experience that strengthens leadership capability and supports lasting performance.

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