We are in the middle of redesigning our leadership development program and are having a debate about if the cohorts should be made up the same teams (So a VP and their Directors, Directors and their managers, etc) or if the cohorts should be cross-functional with limited consideration given to reporting relationships. The cohorts would run 6-18 months depending on the track. Has anyone done cohort-based learning where a leadership team did it all together? What were pros and cons vs a more random cross-functional cohort?

Hi Marcus: I wouldn't recommend it. If you want to work on team trust development that would fine but leadership development should run with no direct reports involved. 

Each management and executive level is in a different path and needs its own safe space to work through tough questions regarding leadership. If cohorts have reporting relations then it wouldn't be possible to have safe spaces.

How you organize your learning groups depends on your goals.
Ask yourself:
Do you want each team to build different skills?
Or do you want everyone to follow the same leadership model?
Think about your company’s leadership style:
Do you promote leaders from within each department?
Or do you prefer leaders with experience across many departments?
Also consider Diversity and Belonging:
Are you trying to build stronger teams within each department?
Or do you want to connect people across the whole company?
Think about engagement:
Would your teams benefit more from building relationships within their own group?
Or would meeting people from other teams bring new ideas and energy?
And don’t forget logistics:
Are your participants in different time zones?
Do they need materials in different languages?
Will the topics discussed require confidentiality?
Each option has pros and cons. Choose what fits your company’s culture, goals, and leadership style best.

I have helped design several leadership cohort programs over the past 15 years. Any thoughtful approach would want to consider the company culture, current leadership needs and potential business needs. Generally speaking, cross functional cohort programs produce a more meaningful outcome for the participants and the organization. I would not support having teams attend, it very often inhibits people from being more vulnerable and open to learning. Creating a place of psychological safety and genuine curiosity is important for growth. 

I have found cross-functional cohorts composed of leaders at the same level are generally more effective for leadership development because they foster peer-to-peer learning, psychological safety, broader organizational thinking and strategic alignment. Leaders at similar levels face comparable challenges, making the support and insights more relevant and actionable. In my experience, cross-functional cohorts also help break down silos and build strong networks. While intact team cohorts can support alignment, I find that cross-functional peer groups tend to drive deeper individual growth and enterprise-wide collaboration.

We have done numerous programs that were cohort based. The best results and impact came from mixed cohorts where the groups were built from cross-functional team members. It not only stimulated better though sharing and psychological safety but also helped the leaders expand and extend their networking circles. That in turn lead to development of more cohesive, enterprise catered business solutions, improved talent management and internal movement opportunities.