The Emerging Leaders Program is a development program for aspiring leaders designed to strengthen leadership capabilities across the university.
The Emerging Leaders Program (ELP) is a leadership development initiative designed for early or mid-career UBC staff who aspire to transition into people-leadership roles (e.g. managers or supervisors). Recognized by their leadership team for their potential, participants in this program will gain the essential skills and insights needed to lead with confidence and effectiveness in the future.
This program was created with the goal of developing great leaders at UBC and supporting succession planning by facilitating a smooth continuity in leadership roles within teams. The goal of the program is to build an awareness and understanding of UBC’s leadership competencies and behaviours that are applicable to the participant’s current or future roles.
ELP pilot program
The ELP program is in a pilot phase with the first cohort launching in 2025 at the UBC Vancouver campus. The nomination and selection process is managed by senior HR leaders from participating Faculties and Departments.
Important dates
2025 cohort
- Applications open: August 1
- Application deadline: August 29
- Successful applicants announced: September 5
- Orientation session: September 16
- Program begins: October 1
Learning objectives
Participants in this program will gain knowledge and understanding in the following areas:
- Navigate the transition to people management and leadership with confidence, understanding the practical responsibilities of management alongside the adaptive mindset required for leadership at UBC.
- Foster a culture of accountability, development and inclusion, even without formal authority, by role-modelling commitment, clarity, and ownership.
- Apply strategic thinking and business acumen to contribute to broader organizational goals, influence across silos, and manage real-world challenges with integrity.
- Strengthen self-awareness and emotional intelligence to build trusting relationships, manage team dynamics, and lead with empathy during uncertainty and change.
- Hold coach-like conversations and courageous dialogues that encourage feedback, build collaboration, and sustain performance through change and complexity.
- Take ownership of their development journey by creating a personal Learning and Development Plan, applying program insights to a real workplace project, and actively engaging their manager to support growth and accountability throughout the program.
Key elements of the program
View three key elements that make this program unique, and that help ensure participants are successful with applied learning and guided support from their manager.
- Learning and Development Plan - Participants will create a Learning and Development Plan and will share this with their manager. Managers will provide support to participants using the Learning and Development Plan as a framework to ensure a successful development journey throughout the program lifecycle – this will include a check-in with the manager three times throughout the program. The Learning and Development Plan prioritizes personal development and works to make it happen.
- On the job project - Managers and participants will be asked to decide on an on-the-job project, which participants will use throughout the program. This can be an existing project that they are working on/ leading, or a new one that was designed specifically for this program. At the end of each workshop, they will be asked to think about how they can apply the learnings from the workshop to the on-the-job project. This ensures that the learning goes beyond theory and is applied practically in the workplace.
- Manager’s commitment and involvement - The role of the manager of the participant is very important in this program. The manager will have to spend a few hours over the 6-month period to have conversations with the participant about their Learning and Development Plan, on-the-job-project, and any support they can provide to make this a meaningful learning program for the participant.
Eligibility
Candidates for the ELP program must meet the following criteria:
- Is a UBC staff member (i.e. not faculty)
- Is not part of CUPE 2278, and not a student employee
- Has completed their probationary period at UBC (according to their employee group)
- Does not lead people formally at the time of the application
Strong candidates for the ELP will exhibit the following traits:
- has the personal and professional aspiration to become a people-leader (manager/supervisor)
- Is an expert in their field of work who others come to for advice or guidance in that area
- Has demonstrated leadership in informal ways (e.g., inspires others, takes initiative, leads projects, shows integrity, communicates effectively, has strong decision-making skills, is accountable, resilient and confident)
- Models the values of UBC in their everyday actions
- Is committed to investing the time in this development opportunity
- Has been a consistently strong performer in their role at UBC (as per their manager’s evaluation)
Time commitment & format
The total time commitment required from participants is approximately 50 hours across 6 months (7 workshops).
This program will take place in a hybrid format, with a mix of in-person and virtual components.
Four of the seven workshops are in-person, and participants must be committed to being available for these face-to-face sessions.
Application and selection process
ELP has a capacity of 30 individuals per cohort. Select Faculties and Departments have been identified and given a designated number of seats, but not all Faculties and Departments are represented in the first phase of this pilot program.
If you think you would make a great candidate for this program, follow the steps below to apply:
- Check if your Faculty or Department is participating in this pilot program.
- Have a conversation with your manager or supervisor to confirm eligibility and find out next steps*.
- If you are eligible, complete the application form by the deadline.
- Once you submit your application form, your manager will then receive a link to complete the Sponsor Form.
- Ensure your manager submits the Sponsor Form by the application deadline.
- Applicants will be notified of their application status by email within two weeks of the deadline.
*This is a pilot program and therefore your manager may not yet be familiar with this program. In this case, please get in touch with your HR leader.
Participating Faculties and Departments participating
View the list of participating Faculties and units, below:
Faculty / Department | HR leader |
| Faculty of Arts | Chris Tickell – chris.tickell@ubc.ca |
| Faculty of Medicine | Tamiza Abji – tamiza.abji@ubc.ca |
| Sauder School of Business | Teresa Pu – teresa.pu@sauder.ubc.ca |
| VP Human Resources | Linda Fischer – linda.fischer@ubc.ca |
| VP Finance and Operations | Karen Zygun – karen.zygun@ubc.ca |
| VP Students | Jen Dowdeswell – jennifer.dowdeswell@ubc.ca |
| VP Research and Innovation | Patrizia Todaro – patrizia.todaro@ubc.ca |
Schedule
View the 2025 cohort schedule and workshop topics, format and durations below.
Date | Workshop Topic | Format | Duration |
September 16, 2025 | Program Orientation | Virtual | 45 mins |
October 1, 2025 | Workshop 1 | Stepping in The practical aspects of the transition to manager/ leader | In-person | 8 hours |
November 12, 2025 | Workshop 2 | Owning it How a manager/ leader creates a culture of accountability and personal development | In-person | 8 hours |
December 10, 2025 | Workshop 3 | Thinking bigger Strategic Mindset and Budget Basics for practical management & leadership | Virtual | 4.5 hours |
January 14, 2026 | Workshop 4 | Emotionally intelligent Managing Emotions, Relationships, and Team Dynamics | In-person | 8 hours |
February 4, 2026 | Workshop 5 | Staying steady Leading Self and Others Through Change, and managing the process | Virtual | 3 hours |
February 25, 2026 | Workshop 6 | Being coach-like Practical Feedback and Everyday Coaching | Virtual | 3.5 hours |
March 11, 2026 | Workshop 7 | Clear and corageous Managing tough situations, Leading through Influence | In-person | 8 hours |
April 1, 2026 | Program Closing Celebration | In-person | 2.5 hours |
Note on schedule conflicts
Participants are highly encouraged to attend all sessions and workshops. In rare cases, exceptions can be made for pre-approved vacation or illness. However, if you anticipate any scheduling conflicts such as planned vacations that may prevent you from fully participating in the program and attending all sessions, please consider applying for a future cohort.
Certificate of completion
All participants who successfully complete the Emerging Leaders Program will be given an official Certificate of Completion.
To earn the Certificate of Completion, participants are expected to attend the online program orientation, all seven workshops (four in-person and three online), and the in-person closing celebration event.
Program fees
The ELP pilot program is fully funded by VP Human Resources at UBC.
Apply now apply
Ready to apply? If you have confirmed that your Department / Faculty / Unit is participating in the ELP, and you’ve had a conversation with your manager and gained their support and endorsement, then you’re ready to begin.
Applications will open on AUGUST 1.
Disclaimer
A PROMISE OF LEARNING
Completing this program does not guarantee a promotion to participants. This is a learning journey which will equip successful participants with the knowledge and tools needed to effectively transition into people-leadership (manager/ supervisor) roles, if or when those opportunities arise. Promotions are a function of many things, such as opportunity and available roles, consistent performance, and timing.
The Emerging Leaders Program is a promise of learning, not a promise of promotion.
Questions?
If you have any questions or concerns, please contact leadership@hr.ubc.ca.