Never stop learning: How Boise Cascade is developing its leaders

Retaining the best and brightest talent remains a top priority for firms regardless of their size and industry. But what is the best way to go about that very tall task? In our series, “Never stop learning,” we explore that question. In our latest installment, we introduce you to Boise Cascade, a dynamic manufacturer and wholesale distributor with more than 7,000 employees.    

Boise Cascade is in the business of building things that stand the test of time, including their leadership team. Like many organizations, the COVID-19 pandemic brought on a different set of unforeseen challenges. From supply chain challenges to safely managing employees in a virtual and in-person environment, effectively engaging and developing talent took on a whole new meaning. As the company is experiencing rapid change and growth, the leadership team recognizes that their people are what makes them unique. Retaining talent is one of Boise Cascade’s strategic priorities for 2024.    

We recently spoke with Angella Broesch and Erin Nuxoll, Boise Cascade’s current VP of HR and prior SVP of HR respectively, about the company’s journey in implementing the value-based leadership development program, Leadership Excellence, their partnership with Kellogg and how the efforts continue to benefit the entire organization. 

All About Culture

For the team at Boise Cascade, company culture and purpose are vital to the organization’s success.  “Everything we do is built on our values and purpose,” Nuxoll said. “We believe in bringing our people together to provide services and products to build homes, businesses, and communities. We want our leaders to learn about themselves, their teams and how to lead organizations.”  

For Nuxoll, exposing the team to external perspectives and ensuring they have an open mindset as they lead for tomorrow is critical. That was her primary purpose in partnering with Kellogg to develop a meaningful leadership development program. “The partnership has been really remarkable for our company,” she says.  

“The Kellogg faculty have real-world experience and have helped to run businesses and are leaders in their own right. Having that experience they speak to, the philosophy, the content, and the research that they bring really adds an extra valued layer to the conversation,” Broesch said. 

“When we were looking for a partner, we were looking for an organization that had the same values and humbleness as we do. Our values are very similar to Kellogg. And I personally appreciate the fact that they are a pretty low ego group of people that just want to come and help and make a better world. That was a good partnership for us.” 

Since the program launched in 2017, there have been six leadership cohorts. Each cohort is made up of 20 mid- to senior-level leaders. “This is a very important investment, especially in today’s environment,” Nuxoll said. “You have to make sure you have the right talent to lead your company into the future. Our program is exciting. Being part of Leadership Excellence is about recognition, when we tell them they are there for a reason—that they have already contributed and we know that they will continue to contribute to our company into the future. It is a compelling conversation to have.”  

Many leaders who go through the development program have the potential to serve in C-suite or officer level roles in the future. To date, 88% of those who have participated in the program are continuing with Boise Cascade.  

Dedication to Development 

While Leadership Excellence is relatively new and continues to grow at Boise Cascade, the program dives deep into several critical topics. “As we continue to watch the business environment evolve, you'll also see those changes in our programs. The topics are evergreen, they are always growing.” Nuxoll said. 

• Understanding your story and developing your personal leadership styles: Designed to set the stage for the overall program, participants focus on how to build effective teams using storytelling and how effective leadership styles help convey messages for a broader impact. Participants also learn about the value of inclusivity and how DEI helps benefit teams. 
• Big picture thinking — understanding ideas and the greater impact beyond your specific area: “In this module, they explore things like innovation and artificial intelligence. And what does that mean to business? How do you think about broader strategy or crisis management, things that might happen and impact you from the outside. How do you drive the organization forward through those types of outside factors with the leadership skills you’ve learned,” Broesch said. 
• Management of self: At Boise Cascade, good leadership is about more than just managing people. Participants also learn about how to effectively take a good look at who they are and how they can continue to grow and development themselves. “We love having Fred Harburg come in and talk about executive judgment, because that is such a big part of being able to operate at a high level in our organization,” Nuxoll said. 

The program is a big commitment that participants must honor from day one. As a member of the cohort, they are tasked with completing several assignments and interacting with their colleagues on a deeper level.  

From a participant: 

“One of my favorite sessions was with Harry Kraemer, when he spoke on the 168 hours you have in a week. That has really helped me in my own leadership development to make sure I'm thinking about where I'm spending my time and where the prioritization of that is, as well as just the power of reflection. And at the end of the day, really reflecting on what did I do? What do I need to do differently tomorrow? Did I live my own values and have a chance to spend some time in that reflection? And how does that impact my team and those around me?” Angella Broesch said. 

From a faculty member: 

“I can't emphasize enough what a contribution it is to have the most senior leaders come and be present with the participants, sharing their vulnerability, their own stories, and being open to any kind of Q&A — professional and personal,” said clinical professor Michelle Buck, who teaches in the program. “The fact that the CEO opens and closes the program on the opening night and the graduation ceremony sends such a strong message to the participants. And demonstrates to the company how important the program is.” 

Interested in a custom professional development program for your company? Learn more about Kellogg Executive Education or send an inquiry to our team to start the conversation. 

Read more in this series

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