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Developing future leaders: RSM

Find out about RSM’s program to develop leaders who are both technically competent and great people leaders. 

  • Professional, Scientific and Technical Services
  • All locations
Colleagues in the workplace laughing
  • RSM developed a program to ensure high performers being promoted into leadership positions were technically competent and great people leaders too.   
  • A successful program must be well-resourced. A leadership expert gives the program credibility.  
  • A key challenge was delivering a virtual program during Covid lockdowns that provided the same benefits.  

With more than 1,500 staff and 32 offices nationally, RSM is one of Australia’s leading professional services firms, helping clients better understand what matters most to their business.  

“Investing in your future leaders and setting them up for success is one of the best things an organisation can do. Its benefits are far-reaching, not only for the manager but for their teams and the business.” Elizabeth Nunez, National P&C Director 

RSM’s Leadership and Management Program (LAMP) for high performers helps them transition into senior leadership roles. Participants learn 70% of their knowledge from challenging experiences and assignments, 20% from developmental relationships, and 10% from coursework and training. Over 12 months, the program covers pre- and post-program activities, DiSC 363 profiling, program induction, 5 formal modules, coaching, peer-to-peer connections, reflective practice and project work. 

Since the program’s induction, RSM has created a pipeline of well-rounded professionals who can lead the firm into the future: 

  • Over 125 managers (9 cohorts) have been trained since 2014. 
  • 80% of participants have been promoted (26 partners and 30 principals). 
  • The program consistently receives a 90% overall satisfaction score. 

Drawing on its experience, RSM has identified some lessons for others: 

  • Allow participants to apply their learnings throughout the 12-month program 
  • Base learning on participants’ own real workplace challenges to make the program practical and relevant. 
  • Use group discussions about workplace challenges so participants can learn from others facing similar challenges. This also strengthens connections.  
  • Invest adequate time, resources and effort into making the program a success. A leadership expert gives the program credibility.  
  • A key challenge over the past 12 months was converting a face-to-face program to a virtual one during lockdowns and still reaping the benefits.  

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