Saujanya Gosangari learns that leadership lies in understanding one's unique strengths rather than fitting a conventional definition of leadership.

As an impactful change-maker at Builders Mutual, Jamie Parrott attributes his leadership transformation to the Foundation for Effective Leadership program.

Learn how Daniela Satterwhite, a first-time leader transformed into a confident and inspiring force through the NextGen Foundation for Effective Leadership program.

Kali Klisures had just begun her first-ever leadership position. She tended to be quiet in meetings, rarely bringing up her ideas and opinions. Despite being in a leadership role, the fear of asking unhelpful questions was debilitating. See how Kali became a confident team leader after completing the Foundation for Effective Leadership Program.

Kyle enrolled in the NextGen Center’s Foundation for Effective Leadership Program. In this candid interview, he shares his impressions of the course, of the one-to-one coaching experience, and the community feedback he received.

Unlike many who go through the program, Langdon knew exactly what he was in for. The Founder of his company was part of the Fall 2019 cohort and brought many of his own learnings into the company.

“If you’re considering the program, you just need to be a person who identifies as a leader. You don’t need a title, you just need a growth mindset and a true desire to make an impact.”

I had been hiding the type of leader that I was. If there were opportunities to speak at conferences or panels or there were initiatives I wanted to create or programs I wanted to develop, I often didn’t. I needed NextGen Center to teach me how to navigate that and make that happen…

I needed to figure out the kind of leader that I want to be, and I learned that my leadership style doesn't have to be exactly the same as the leader I report to. Honing in on my own skills has given me the confidence to figure that out for myself.

Leadership can be done by anyone, but management is a title. So I want to make sure that my direct report knew that I was his manager but saw me as a leader as well.

I was a freshly-made manager and had just taken on my first report a couple of months before I started the Foundation program. I was swimming in the deep end, drinking from the firehose, and I was looking for any kind of help that I could possibly get.

As VP of Engineering, Mike Renoe faced his first time managing direct reports. He wanted frameworks and training. So he asked to work with Brian Alvo and NextGen Center. His employer said yes.

Tapadia was introduced to NextGen Center as a sponsee of NC IDEA. But he’d already had an experience with leadership development, and it hadn’t been something he was looking to repeat.

Like many young professionals, Pashara Black was pleased to have a good job. But she realized she was ready to have a career.