Take your leaders to the next level
Build leaders beyond the walls of your organization
Develop leaders through a unique cross-industry cohort experience that broadens perspective and accelerates growth, powered by the expertise of UNH Paul College.
Evidence of impact
The metrics below highlight outcomes from the Next Level Leadership Consortium, offering a glimpse into what's possible through intentional, cohort-based leadership development.
The power of mixed cohorts
The Consortium model is not simply a more accessible way to deliver leadership development. For many organizations, it is a more effective way to develop leaders because it creates the kind of perspective, candor, and cross-sector insight that internal-only cohorts often cannot replicate.
Different solutions to similar problems
Leaders compare how other organizations navigate change, talent, growth, communication, and competing priorities.
Escape the echo chamber
Participants step outside familiar language, assumptions, routines, and internal problem-solving patterns.
More candid discussion
External peer settings can create safer space to discuss leadership challenges without internal politics in the room.
Participants leave with trusted peers they can reconnect with for advice, benchmarking, and perspective.
What a mixed cohort makes possible.
Internal leadership programs are powerful for reinforcing culture and priorities. Consortium learning adds something different: productive friction, broader perspective, and cross-organization leadership intelligence.
Internal cohort only
- Participants often share the same organizational language, assumptions, and operating norms.
- Networks are usually limited to people who already work together.
- Discussion can be shaped by hierarchy, politics, or internal visibility.
- Development may reinforce existing ways of thinking.
Consortium cohort
- Participants learn how leaders in other sectors interpret similar leadership challenges differently.
- Leaders build trusted relationships with peers outside their organization and sector.
- External peer settings can make reflection, feedback, and challenge-sharing more candid.
- Mixed cohorts introduce productive friction that helps leaders test assumptions and expand perspective.
Why many organizations choose both
Consortium learning does not replace internal development. It complements it. Internal programs reinforce organization-specific culture and priorities, while consortium experiences broaden perspective, challenge assumptions, and help leaders see their work in a larger business context.
Not a course. A strategic partnership.
Paul College’s Consortium model is formed among outstanding, non-competing, geographically connected companies and the University of New Hampshire. Together, members help shape a leadership development experience that is targeted, relevant, and strengthened by external peer learning.
Co-designed with members
HR, talent management leaders, senior subject matter experts, and Paul College faculty contribute to the design and delivery of the experience.
Built around peer intelligence
Participants learn with leaders from other organizations who are facing similar responsibilities, transitions, and pressures.
Cost-shared for greater reach
Members can access a more substantial development experience than many could build independently, while sharing program investment across the consortium.
Faculty Difference
Turning research into impact.
Consortium instructors are active research faculty at the forefront of organizational leadership, strategy, communication, finance, teams, and other critical organizational competencies — translating academic insights into actionable tools and strategies for leaders and organizations.
Leadership
Developing leaders who can influence, align, and act across the organization.
Communication
Strengthening clarity, influence, feedback, and cross-functional dialogue.
Strategy
Connecting leadership choices to business priorities, execution, and resilience.
Team Effectiveness
Improving how leaders build trust, accountability, and collaboration.
Organizational Change
Helping leaders navigate uncertainty, resistance, and transformation.
Finance + Decision Making
Building confidence around business acumen, tradeoffs, and resource decisions
Designed for leaders preparing for the future
The Consortium experience supports high-potential, recently promoted, or soon-to-be promoted leaders preparing for broader strategic responsibility.
Discover
Leaders examine their strengths, leadership behaviors, and development opportunities through structured reflection and faculty-guided learning.
Apply
Participants use tools, case work, peer discussion, and applied exercises to connect learning directly to real organizational challenges.
Lead
Leaders return with broader perspective, practical strategies, and a stronger network for continued leadership growth.
Trusted across New England
Consortium participation has included a cross-section of regional employers, creating a richer peer learning environment for leaders moving into broader responsibility.
Current partners:
- Northeast Delta Dental
- Associated Grocers of New England
- Ballentine Partners
- Bank of New Hampshire
- Globe Manufacturing
- Merchants Fleet Management
- NH Community Loan Fund
- NH Housing and Finance Authority
A model built for the long term.
The Consortium model is strongest when an organization sees leadership as a long-term capability.
Ideal fit
- You have high-potential leaders preparing for broader responsibility.
- You want peer learning beyond your own organization.
- You need leadership development with more depth than a one-off workshop.
- You value cost-sharing and partnership-based program design.
Other Learning Pathways
- Custom Programs — Fully tailored organizational development experiences.
- The Leadership Edge — Flexible, open-enrollment leadership development for one or more.
- Executive Workshops — Focused skill-building for immediate application.
- Graduate Certificates & MBA Programs — Credit-bearing pathways to advance your education and career.
Common questions from organizational leaders
What does an organization commit to?
Consortium membership is built around active participation: identifying strong candidates, engaging in planning conversations, and supporting the shared learning environment. Existing examples have included steering committee participation, a minimum participant commitment, and annual membership expectations.
How is this different from a custom program?
A custom program is designed for one organization. A consortium is co-designed across multiple non-competing organizations, allowing leaders to learn from peers who face similar leadership challenges in different organizational contexts.
Who is the right participant?
The model is strongest for high-potential, recently promoted, or soon-to-be promoted leaders who are preparing for larger strategic responsibility. It is not positioned as remedial training or first-time supervisor basics.
Why not build this internally?
Many organizations want high-quality leadership development but do not have the scale, faculty access, or peer diversity to build an internal academy alone. Cost-sharing and cross-organization learning are core advantages of the consortium model.
Explore the model
Not every leadership challenge requires a custom program—and not every organization benefits most from developing leaders in isolation.
Our Consortium Model brings together leaders from multiple organizations to learn alongside peers facing similar challenges, creating a richer learning experience while making world-class executive education more accessible.
Whether you're exploring membership in an existing consortium or considering a new collaborative cohort for your industry or region, we'd welcome a conversation about your organization's goals and how this model could support them.