The world needs and deserves the very best leadership, and at Wavelength we take the part we can play in this seriously. This is why each year we measure the performance of Connect quantitatively and qualitatively, so we can have in depth and data-based conversations with leaders and organisations looking for the very best executive education, to help them understand Why Connect?
Below is the learning from the last three years of Connect. This was an interesting period as in 2021 and 2022 programme design was still affected by the shadow of the pandemic, whereas in 2023 we could design without compromise.
Each year we conduct research several months after the programme ends, to ensure we hear about actions not intentions. As a purpose-driven business we await the findings with bated breath because if Connect doesn’t create meaningful difference to the leaders and organisations who put their trust in us then it’s us who must ask, Why Connect?
Wavelength Connect is a unique executive education and leadership development programme focused on the theme of The Future of Business. Each year we bring together a cohort of 60 leaders from sectors that do not normally interact and provide access to a global array of the most admired, successful, and innovative companies, leaders and thinkers.
Across this nine-month, in-person, experiential programme of Events, Behind the Brand visits, Peer Working Groups and Executive Coaching, we immerse leaders in four key themes:
Global Perspectives on Innovation & Agility Culture & Future Workforce The Responsible Organisation Personal Leadership
Together each cohort of leaders explore the opportunities and challenges they face within the business landscape, seeking insights and lessons to inspire action in their organisations and sectors. Along the way, we encourage and inspire leaders to build better networks, to support and serve their leadership now and in the future.
A qualitative view of how Connect helps leaders learn and develop:
– Letting the outside in to get the inside out
– Supporting leaders to change position
– Hitting the mark by not hitting the mark
– A ‘curate not control’ learning model
– Showing not just telling
Each year we send out a quantitative survey to the previous year’s Connect cohort, to measure what leaders have done after the programme.
Wavelength Connect 2023 was the first year post-pandemic where programme design was no longer affected by the long shadow of lock downs and social distancing. For this reason, it was with excitement we awaited the results of our annual quantitative survey and… we were not disappointed! As the summary below shows in most areas our scores improved and in two areas the improvement was dramatic.
The first was ‘overall how useful has Connect been’ where the combined ‘Really Useful’ or ‘Completely Invaluable’ was up by 17%
The second related to ‘building a stronger network’ which was up by 23%
Wavelength Connect began life as a high-touch, immersive programme and we believe that these results speak to the value of this as a majority of the programme is once again in person and remind us how much ‘being there’ was missed during the pandemic; a time for many of leadership in isolation.
Comparison data from our 2021/22 Impact Report is used below to indicate how the programme is performing over time.
*46% of 2023 Connect members responded to our anonymous survey.
Are more informed about the big conversations affecting their organisations. Similar to 97%
Have a better understanding of what it takes to build and maintain a strong culture. Up from 88%
Have examples as a leader of the positive difference they are making to others. Similar to 94%
Feel ready to make a bigger difference. Up from 91%
Have a bank of stories and insights to draw on. Down from 100%
Feel clearer on their purpose as a leader. Similar to 94%
State their organisation has directly benefitted. Up from 88%
State they act with more courage. Up from 79%
Look more actively at what goes on outside their organisation. Down from 94%
State they have consciously built a stronger network to support them. Up from 58%
Overall found the Connect programme ‘Really Useful’ or ‘Completely Invaluable’ Up from 79%
2. Actions Taken
Each year, we conduct in-depth qualitative interviews alongside our anonymous quantitative survey. The sample is designed to include leaders from social businesses and corporates of different sizes and a variety of sectors, and male and female leaders in various senior roles. This research helps us understand what went on during the programme and how this links to what has gone on after.
Below are some examples of action taken inspired or influenced by the Connect experience. These fall into three broad categories:
changes to how I lead others;
ramping up support for existing organisational initiatives;
instigating new initiatives.
“The biggest impact on me is the personal changes. I’m much more aware of my team’s feelings. I’m a better manager, a better leader, because of the Connect process. It’s all the basic values you start to think about, the vulnerability piece, the truth piece, the honesty, I think that does transform you personally. And how it benefits the organisation? Well, you’ve had somebody come back from this course, and drive a process of organisational change driven from the programme. The project I’m working on is transformative leadership. It’s transforming mindsets. It’s reminding people of why we’re in business. And it’s making teams work better together. I think it’s quite transformative in lots of ways.” Matt Quinlisk, CFO UK and Europe, Kuoni Global Travel Services
“The sustainability challenge I found really interesting, and I can go, ‘Do you know what? Our business is going to be carbon neutral!’ We are going to have an office that is carbon neutral. We’re going to have electric vehicles. I can make those decisions! I felt very empowered by that.” Amanda Newton, Chief Executive, Rochdale Boroughwide Housing
“Having a plethora of examples from Wavelength, there’s lots of times I’ve been discussing something with a colleague, and I’ve said, I’ve got this great example from a course that I was on. It happened this week with the team from the Netherlands: the population of the Netherlands is shrinking while demand is increasing, and we’re really struggling to find people. I gave the example of the Timpson recruitment programme for ex-offenders, and [my colleague] just laughed at me and said, ‘There’s no way we would ever do that!’ So, I said, ‘Let me really tell you about it’ and he said, ‘This could work!’ So, we’re going to look at how we could do something like that there. That idea of looking in different places to find the answer to the problem, as opposed to what we would just do normally.” Patrick Fransz, Operations Director Europe, Rentokil Initial
“It definitely gave me confidence that what I was doing was not a million miles away from what all those other far more successful leaders were doing. And so, I should have the confidence to push forward with the things that I want to do. It has definitely given me the confidence to be a bit of role model, to think I am a leader. To be that cheerleader. To be more visible as a leader. Susan Bridge, COO of CFO Division, Santander UK
“David Mattin [Founder] from New World Same Humans talked about a personal AI companion. And so, one of the things that I have been championing within our organisation is AI. I had a session with our exec team, posing questions to them. I identified someone within our organisation with a real passion for this and we delivered a session at an all-staff meeting. And we’ve got another session with our exec team coming up on AI. So that is a very tangible example of how I’ve taken something specific from the programme. I think about it all the time!” Sonya Trivedy, Executive Director of External Engagement, Samaritans
“Our business has quite a strong Mental Health First Aid network. I haven’t had a role in the past, I was very passive. I’ve become an active supporter and I’ve started different conversations with people in my team, about their mental health. Also, we only had one Mental Health First Aider in my whole team, so I’ve picked up the challenge to make sure we’ve got more in our team. We’ve done a review as to how other leaders understand the topic. Being able to share Alastair Campbell’s [Strategist, Writer, & ‘Rest is Politics’ Podcast Co-Host] personal story back, has helped make it more real for people within the business.” Heather Hale, Head of Engineering, Nuclear Services, EDF (UK)
“I was very, very impressed by the focus on people. Particularly Pret A Manger and Timpson, but also Declan Ronayne [former CEO] from Woodie’s. And it made me reflect on some of the challenges we have at Rentokil. So, one of the projects we’ve started we’re calling the European Service Academy. It is about standardising training, and career progression and development across the region. Focused on the technicians, the people who go out and do the work, but also their line managers, the service supervisor. We’re going to have a standard career pathway for everybody with training and development and linked to reward and recognition as well. It’s still at inception phase, we’ve not delivered anything yet but we’re starting, we’re designing what it will look like. And we’ve done all the engagement – everyone thinks it’s a great idea … I think Wavelength has helped to fan the flames, stress the urgency of doing it and give me more creative ideas. And a different way to approach it than if it had just happened internally, as a concept from within Rentokil.” Patrick Fransz, Operations Director Europe, Rentokil Initial
A more detailed example of instigating new initiatives by 2023 Connect member Steven Spicer, Group VP at Lithia & Driveway, can also be foundhere.
While it’s great to hear these examples, we also know frustrations exist as the spheres of influence of the leaders who participate in Connect vary considerably. Corporate members, in larger organisations, can find exerting influence more broadly difficult. This is why we work with organisational sponsors from the L&D function within corporates, to find ways to maximise impact and minimise frustrations implementing learning and ideas post-Connect.
3. Behind The Numbers
In a similar way to our quantitative survey our qualitative interviews are conducted in the year after the programme ends, when the dust has settled. Seven interviews were conducted across our 2023 cohort with a mix of organisational types, sizes and sectors.
We use our annual impact research to improve Wavelength Connect and you can read how our most recent research is helping us evolve the programme in an interview with Jessica Stack, Director of Connect. The research findings also remind us of what makes Connect work that we should not lose or dilute, as well as what Connect uniquely offers within Wavelength.
On these linked topics are five key insights from listening to our 2023 cohort.
- Letting the outside in to get the inside out
Central to everything Wavelength does is a belief in the importance of bringing the outside world in. This principle strongly informs the design of Connect which our latest research confirmed is noted and appreciated by members, or as one senior leader put it, “Outside in? I think that is hugely important. And I think, absolutely, you have nailed that!”
What the research also reminded us, however, is that bringing the outside in is as relevant to personal leadership as it is to areas like innovation, culture, technology, and that when it comes to personal leadership it is not one-way traffic! Indeed, the multiple external reference points for leadership Connect offers helps leaders acknowledge, own and surface what’s fundamental to their own leadership: bringing out inside out.
“For me Connect has been a real mix of affirming what you know deep inside you, but you forget because it’s so buried because you become this corporate thing. So, it’s pulled all of that – how to be a human being and a leader – out of me. And it’s given me lots of new skills and techniques but really affirmed that the most powerful thing that you can bring to any organisation as a leader is you. The value I got from Connect was beyond measure, because I let myself immerse myself into it and I really miss it!” Amanda Newton, Chief Executive, Rochdale Boroughwide Housing
“It was massively, massively impactful for me. There are not that many things through your career that you’ll remember and in years to come say, that was a seminal moment. The Tim Munden [Director, Kairon & former Chief Learning Officer, Unilever] session on purpose definitely connected quite a few dots. I think what that session was great at doing is saying, the overall purpose of your organisation, yes, it matters, but key is finding how that fits with your personal purpose.” James Tayler, Head of Primary Capital Markets and FI&SSA DCM, NatWest Markets
“So, I definitely felt that the quality of the of the speakers was brilliant, but all of them were still very normal people talking through very normal issues, issues that we all have on a day-to-day basis. And from all industries it’s the same issues. It’s absolutely the same issues. And some of them were truly inspirational in the way that they embrace being a leader. For me, actually feeling like I’m leading people is not what I felt like previously. And I definitely feel happier in that role now.” Susan Bridge, COO of CFO Division, Santander UK
We know from over the years that the power and value of leaders owning their journey, their values, their purpose should never be underestimated.
- Supporting leaders to change position
Many leaders come on Wavelength Connect at a career inflection point, others find themselves experiencing one during Connect. In both instances Connect offers the space for leaders to consider what they need and what they need to do whether this is to step up or stay put.
There are many factors that make this possible including that the programme unfolds over nine months, that members travel within a cohort of other leaders who’ve faced or are facing similar career questions, that along the way a plethora of perspectives on leadership are shared, that the programme has many unchoreographed gaps and spaces which allow reflection of many kinds.
“When I started Connect, the plan was to move into an operational thought process more than a finance related mindset. And the Connect programme definitely provided lots to think about … I remember an HR director telling me, ‘You need to think about the people, Matt, this is a people business, and people are not numbers!’ And I genuinely think that has changed in me – I feel myself considering the people a lot more … And I’ve learned it’s okay to make mistakes along the way. But I think much of the change is driven by the conversations that you have during the programme. It’s not like a big light bulb thing. It’s all these little things that build up to make sense.” Matt Quinlisk, CFO UK and Europe, Kuoni Global Travel Services
“It’s made me more confident, as a leader. Because I’ve been in the company for so long, you start to question your effectiveness, and you start to wonder, should I stay? Should I go? Should I try and broaden my experience? But when you meet people from all the different backgrounds that are involved in the course – people from the charitable sector, banking, you know there was such a range, you realise you’re all in the same boat! Everyone feels the same way, everyone’s going through similar challenges and experiences, both personally, and also in work. So, it definitely made me more confident in me and in my position, where I am in my career. It killed some of those worries about what I should do next, and it made me feel less alone.” Patrick Fransz, Operations Director Europe, Rentokil Initial
“I had a transition year last year [2023], I moved from being Executive Director of Income to Executive Director of External Engagement and my portfolio doubled! I now have a third of the organisation I’m responsible for, so, a pretty big move for me. And I was able to talk through that and think through it as well. And there were certain things – the relentless pursuit of alignment, a clear vision, things that I knew but came through loud and clear from Wavelength. I was able to think, ‘right, how do I set this up? Let’s really think about that vision as we move forward.’ There were lots of things happening with me personally around dealing with that. And what I could bring from Wavelength to really help me in those first few months meant I found it, okay and I wonder if Wavelength was a part of that.” Sonya Trivedy, Executive Director of External Engagement, Samaritans
In 2023, Coaching to Action (1:1 sessions with an executive coach) was provided as part of the core Wavelength Connect programme. While for some these coaching sessions provided a useful place for some of these conversations to take place,
“The coaching allowed me to explore aspects of my own personal motivation that was just not being explored within my organisation. Not sure where else I could have accessed that really clear and powerful [self-]assessment.” Connect 2023 Member (anonymous response to the survey question, ‘How would you rate the importance of the coaching to your experience of Connect?’).
For others, the coaching experience was more varied with some struggling to derive value,
“Just not what I personally needed at that point.” Connect 2023 Member (anonymous response to the survey question, ‘How would you rate the importance of the coaching to your experience of Connect?’).
What will be interesting to see is the role the coaching has played for our 2024 cohort where it was an optional bolt-on, rather than integrated, part of the programme.
- Hitting the mark by not hitting the mark
Leaders on Wavelength Connect can expect to hear from upwards of 40 different leaders and thought leaders on Connect, not including the 60 plus leaders who form the cohort! This, combined with the different conversations each is part of, offers the Connect team the opportunity to curate and present multiple versions of leadership including some outliers.
This offers members the opportunity to recognise something of themselves in other leaders and see their own value; spot aspirational qualities to covet and nurture; sense what they don’t like or want and work out what this means.
“So, Alison Platt [Non-Exec Director, Tesco & former CEO, Countrywide] said something like, she’s learned most from her mistakes, from things she’s done wrong. And I feel the same. There was a difficult period in my career four or five years ago, and I definitely learned more from that period than I ever have in anything else. So that really resonated with me, and the fact she just dusted herself off and got on with it again – I really loved that, she was great.” Susan Bridge, COO of CFO Division, Santander UK
“I thought it was really good to have multiple speakers that can challenge each other. Like, we did a few of those the fireside chats, which worked really well, but particularly when there’s a bit of tension in the room – there’s absolutely nothing wrong with that. There was one it was the Silicon Valley guy involved in building design and space design for one of the West Coast tech firms [Aaron Taylor Harvey former Executive Creative Director, Environments, Airbnb & Co-founder, Spaces Of]. And it was him and Tim Munden [Director, Kairon & former Chief Learning Officer, Unilever] debating the importance of returning to work and being in an office space. And it was properly heated, like fundamental disagreements!” James Tayler, Head of Primary Capital Markets and FI&SSA DCM, NatWest Markets
“You need to understand that there are all these amazing speakers, yes, but who is to say that they are right or wrong? So, you have your own experience, you have your own values, you have your purpose. It’s having the courage of your convictions personally and knowing what you believe in. It’s really good to have all this hunger and curiosity but being steadfast with yourself as well I think is really important.” Amanda Newton, Chief Executive, Rochdale Boroughwide Housing
“The practical experiences of many of the impressive speakers give me courage and inspiration to be fearless as a leader and learn from mistakes.” Connect 2023 Member (anonymous response to the survey question, ‘I have a bank of stories and insights I draw on.’)
“Alastair Campbell, [Strategist, Writer, & ‘Rest is Politics’ Podcast Co-Host] and Geoff McDonald, [former Global VP of HR, Unilever] who did the piece on mental health because my personal understanding about mental health and mental health issues had been, ‘That’s something that happens to other people.’ There are people who help those people, it’s not my thing. I didn’t need to engage. I gave it a surface approach. And since hearing their stories, I recognised it’s a much more an all and everybody kind of topic. We all need to address it, particularly post-COVID. Hearing their stories really brought to life, why it’s so important, and why we as business managers, or business owners or whatever, need to take it really seriously. Because of the impact on the individual, their colleagues, their family, your business, everything. That one, for me was really powerful.” Heather Hale, Head of Engineering, Nuclear Services, EDF (UK)
“To be honest, you could pick something from every speaker or person that you speak to on Connect.” Matt Quinlisk, CFO UK and Europe, Kuoni Global Travel Services
- A ‘curate not control’ learning model
A core Wavelength belief is that leaders learn best from leaders. However, what the impact research underlined is that leaders also learn best with and through other leaders.
What do we mean by this? Well, designing Wavelength Connect involves four main things:
Focusing in on the most important conversations leaders on the programme should be having to face into the future of business.
Selecting and presenting content – speakers, stories, organisational visits – that can ignite and inform those conversations.
Working with organisations to select senior leaders for the programme who can engage whole heartedly with what Connect has to offer, and to support them on their journey.
Designing environments and forums where those leaders can engage with the big conversations, through varied content, to explore and learn together in line with their own and their organisation’s needs and priorities.
If we get all these well enough in place, then often our job is to hold the space for the learning to happen and not interfere too much!
“It was after the sessions, being able to talk to different people. Everyone’s got a different perspective about what was said, it’s brilliant! And I guess that’s why you, you do those – get everyone round in a circle and bring them all into the conversation. Everything came up, it makes you think differently … It’s brilliant the sessions that you have, but then the ability to debrief with others in sort of a casual way afterwards. I really enjoyed that part.” Matt Quinlisk, CFO UK and Europe, Kuoni Global Travel Services
“So, the big thing for me is the power of storytelling. And that is done brilliantly at Wavelength. You’ve brought all that content together, the best leaders globally to talk to you. And you’ve thought really carefully about the curation of how you do that. There is something for everyone, depending on what your learning style is. I’m not a book person, that is just not how I learn. I learn through stories, things like the fireside chats. And how that’s curated is really, really good. So obviously the speakers, the content, all of that, but the way it’s curated for me is the biggest thing in terms of learning that I found really useful.” Sonya Trivedy, Executive Director of External Engagement, Samaritans
“But just the way you used the space, from going to be behind a desk, or in a conference environment, to the sofa talks or being outside or going on a walk all of that, I think just enriches it and it makes it more memorable. There’s something about changing the environment keeps stimulating the brain and you don’t get it online and you don’t get it sat in the same room for three days on a conference. I would say just keep doing that and being even more creative. Honestly, that’s probably the biggest thing I took from the course was how to run an event really well and how to use the space and change things up to keep it interesting! And I’ve definitely done that in all of my big meetings since, not as well as you guys but it works.” Patrick Fransz, Operations Director Europe, Rentokil Initial
“Firstly, I love the fact we’re from loads of different industries – that was really good. I speak to bankers all the time! That was all really interesting. And I felt that what they all gave to me was a friendly challenge because they all have slightly different perspectives on what had been said and they opened my mind. I realised, when I’m watching somebody presenting, I can’t help but think about what they’re saying in my context, whereas when you speak to others, they’ve obviously got a different context. So, they were able to give other perspectives on the conversation I hadn’t necessarily thought about. So that was really, really good.” Susan Bridge, COO of CFO Division, Santander UK
- Showing not just telling
2024 is our 15th year of running Wavelength Connect and we know that within every single Connect cohort are leaders who do not feel good enough to be where they already are let alone where they and their organisations hope they are headed.
Indeed, experience tells us it’s typically the majority and that they show up at the first face-to-face Connect event pretty nervous!
Addressing this, is the most important thing Connect does. And one of the ways we do it is by creating an experience within which it is hard for leaders to hold on to self-limiting beliefs. Because of the calibre of the leaders who take time to come and to share their personal leadership journeys, their doubts, their mistakes with vulnerability but without ego go an enormous way to helping these leaders find confidence in themselves. Because of the exclusive access we provide to organisations through the Behind the Brand visits. Because of the calibre of the other leaders on the programme. And because we design the hell out of each element of the programme!
“The cohort? They were obviously all bright, go-getters, which was, in the first instance, slightly worrying. And then, on the other hand, I thought, well, somebody’s put me on the course, so I better just step up and think maybe I should be here as well. So, a good cohort, I would say, fantastic.” Susan Bridge, COO of CFO Division, Santander UK
“Everything worked. It’s a really, really professional programme, and unlike anything I’ve ever experienced before. I feel very privileged to have been with some of the people we were exposed to. Like Baroness Sue Campbell [Head of Women’s Football, FA & former Chair, UK Sport] talking about sitting on the toilet floor in Moss Side, [Manchester] talking to a bunch of black girls who were completely disenfranchised. And having this little book to come back to and go, ‘Oh my god, I remember that now!’ There’s nothing I wouldn’t have attended. Everything was an experience rather than a training course. And the fact that a surgeon [Professor Mr Iain Hennessey, Clinical Director / Founder of Alder Hey Innovation & Consultant Emergency Paediatric Surgeon] who had been up all-night operating on a baby, came into that room with as much energy and enthusiasm as if that had not happened to him, and talked to us about what they were doing at Alder Hey – it is mind blowing that people want to give that back.” Amanda Newton, Chief Executive, Rochdale Boroughwide Housing
“I’ve found it to be of massive impact. Today I miss that I don’t have [Connect] in the calendar or on the horizon. Slightly linear thinking can always creep in, when you’re in the same organisation, in the same industry. I’ve found it personally so useful to step off that and open the aperture, get some different perspectives. How other industries are thinking about things, how other people are thinking about things. I can’t explain how valuable that was for me personally, to have a time to reflect, to reconsider, to ask yourself if you’re heading in the right direction, if your leadership is lacking in some way, and develop in directions you’re happy with.” James Tayler, Head of Primary Capital Markets and FI&SSA DCM, NatWest Markets
“So, there’s something for me around those journeys and how it takes all sorts. And just because, I’m not, because of my background, I’m not polished, you know? Or I think I’m not polished and all of these different things that are your gremlins speaking to you! So, it’s a reminder that we’ve all got different styles, we’ve all got different backgrounds, and hearing other people’s stories is helpful to understand where you might be able to get to.” Sonya Trivedy, Executive Director of External Engagement, Samaritans
“I wanted to make a transition from CFO to CEO or managing director or whatever, for one of our businesses because I felt that I wasn’t just all about finance … And as a finance person it’s much more black or white. And I think again, what the Wavelength Connect programme has allowed me to realise is there’s lots of grey, but that’s okay. And yes, the grey is the more challenging stuff.” Matt Quinlisk, CFO UK and Europe, Kuoni Global Travel Services
“I don’t think Connect is anything you can do the maths on. Just speak to one of the candidates that has been on the programme, that’s an advocate, and they can explain it. It takes your business leader that’s a 90% performer to 100%, or 85% to 90%. It will make your team better. How you put it into numbers is so difficult but it’s invaluable at the same time.” Matt Quinlisk, CFO UK and Europe, Kuoni Global Travel Services
“Wavelength has totally re-energised my approach to leadership and I have woven the content and learning right through the leadership levels and staff within my organisation. Most people won’t know it has happened, but ask anybody in my organisation about the culture at Liverpool FC and they’ll tell you all about it!” Connect 2023 Member (anonymous response to the survey question, ‘Overall, how useful has Connect been to you as a leader?’)
“It is the best leadership programme I’ve ever been on. And I think if you’ve got any chance, or any hope of still being in business, in the future and being a successful business, then you’ve got to be investing in your leadership, haven’t you? And if you’re not prepared to take time out to get that, then your business isn’t going to be there. So, I would say to people come and get that broader perspective, get that factory reset on your big picture thinking so that you can then focus your business and your direction in a better way for the future with the tools, the stories, and the inspiration to do so.” Heather Hale, Head of Engineering, Nuclear Services, EDF (UK)
And our hope is that if we can deliver a high-quality experience, every step of the way, the leaders who come on Wavelength Connect will feel their own worth as leaders too.
With thanks to:
Amanda Newton, Chief Executive, Rochdale Boroughwide Housing (Executive Director, Customer Insight, Livv Housing Group when joining Wavelength Connect 2023)
Heather Hale, Head of Engineering, Nuclear Services, EDF (UK)
James Tayler, Head of Primary Capital Markets and FI&SSA DCM, NatWest Markets
Matt Quinlisk, CFO UK and Europe, Kuoni Global Travel Services
Patrick Fransz, Operations Director Europe, Rentokil Initial
Sonya Trivedy, Executive Director of External Engagement, Samaritans (Executive Director of Income, Samaritans when on Wavelength Connect 2023)
Susan Bridge, COO of CFO Division, Santander UK
And all the Wavelength Connect 2023 members who completed the anonymous Impact Survey.
Previous Wavelength Connect Impact Reports
At Wavelength we are serious about the impact we have on leaders and organisations we work with, their sectors, and the world. This is why each year we measure the performance of the previous year’s programme, both qualitatively and qualitatively, to hold ourselves to account.
Here you can find each of our previous reports:
In 2023, we published the previous, third Impact of Wavelength Connect report with our 2021 and 2022 members. These two years of Connect were run when the programme still had the long shadow of Covid affecting delivery.
In 2019, we published our second Wavelength Connect Impact Report, drawing on research with leaders who attended Connect in 2016, 2017 or 2018. Three years from our first report, published in 2016, many things had changed in the programme as a result of what we learned then, and through on-going feedback from our Connect membership cohorts, and so this second report compared findings and impact.
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