Challenges
- A new CEO and COO were stepping in as senior leaders retired.
- Mid-level leaders, many from design backgrounds, were learning to lead teams as well as projects.
- A distributed workforce across six offices needed deeper alignment and connection.
Solutions
- Eighty leaders joined three multiday retreats held at Truist Leadership Institute in Greensboro, North Carolina.
- Cohorts of 15 leaders at a time completed deep-dive programs like Discovering Conscious Leadership, Psychology of Change, and Engagement and Motivation Strategies.
- Post-program check-ins and ongoing touch points were embedded into the approach, helping leaders turn insights into lasting habits.
Charles Todd, COO, LittleFaster paths to leadership at Little
Over his 30 years at Little, Charles Todd has seen how long it can take to grow from managing projects to managing people. “In a lot of professions, it takes years to really learn how to lead,” he says. “We realized we don’t have that kind of time anymore.”
As senior leaders prepared to retire and new managers stepped up, Little needed a way to accelerate readiness. “I had 10 to 15 years to prepare for my role,” Charles says. “Now, our leaders may have 10 to 15 months. Truist Leadership Institute has helped them get ready faster.”
Through cohort-based programs like Discovering Conscious Leadership, Little’s emerging leaders began to understand their strengths, blind spots, and what to do with both.
“Within a year to 18 months, we’re seeing people advance into roles like practice leader and office president,” Charles says. “They’re prepared, confident, and using a common approach that aligns with the firm.”
The results show up quickly. When roles open, internal candidates are more prepared and require less ramp-up. “They understand what it takes,” Charles says. “That accelerates people, keeps top talent engaged, and saves us time and money.”
For Carol, the self-awareness component was a turning point. “Realizing we weren’t always communicating effectively was huge,” she says. “It made us all think: My style is this, but theirs might be totally different. How do I need to show up so they can actually hear it and act on it?”
Carol Rickard-Brideau, CEO, LittleA shared language unites culture
More than any single skill, Truist Leadership Institute gave Little something truly lasting: a shared language. Phrases like “going to the balcony,” a reminder to step back and see the bigger picture and explore different perspectives, became anchors across every office and discipline.
Having that shared language gives us a common foundation,” Carol says. “Every leader who’s been through the program knows what ‘go to the balcony’ means. It helps keep conversations constructive even when emotions run high.”
Programs like Psychology of Change deepened that foundation, helping leaders involve their teams in navigating disruption rather than simply handing down decisions.
As senior leaders prepared to retire and new managers stepped up, Little needed a way to accelerate readiness. “I had 10 to 15 years to prepare for my role,” Charles says. “Now, our leaders may have 10 to 15 months. Truist Leadership Institute has helped them get ready faster.”
Through cohort-based programs like Discovering Conscious Leadership, Little’s emerging leaders began to understand their strengths, blind spots, and what to do with both.
“Within a year to 18 months, we’re seeing people advance into roles like practice leader and office president,” Charles says. “They’re prepared, confident, and using a common approach that aligns with the firm.”
The results show up quickly. When roles open, internal candidates are more prepared and require less ramp-up. “They understand what it takes,” Charles says. “That accelerates people, keeps top talent engaged, and saves us time and money.”
For Carol, the self-awareness component was a turning point. “Realizing we weren’t always communicating effectively was huge,” she says. “It made us all think: My style is this, but theirs might be totally different. How do I need to show up so they can actually hear it and act on it?”
“They learned to listen and meet people where they are,” Latonya says. “That consistency—not just knowing the language but living it—helps hold their culture together.
Charles sees results every day. “Whether it’s resolving a client conflict or mentoring a new leader, I see people pausing, thinking, and using what we learned instead of reacting,” he says. “That shared language keeps us steady.”
Every leader Carol and Charles have promoted after going through Truist Leadership Institute has hit the ground running. “Every leader has been ready and stayed,” Charles says. “That saves us time, money, and keeps top talent engaged.”
From projects to people | Truist Leadership Institute
Client Stories
From projects to people
How Little prepared its next generation of leaders.
How Little prepared its next generation of leaders.
