Rebuilding how leaders learn
- Type
- Alongside leadership
- Role
- Leadership development redesign lead
- Sector
- Large retail organization
I led a full redesign of the leadership programs at a large retail organization, around 800 managers a year. Training was seen as a compliance exercise. The goal was to make it useful, for the managers and for the business.
What changed
- A redesigned program reaching about 800 managers a year
- Leaders who see learning as something that helps them
- Trainers who get more across and make it stick
- Leadership development in line with where the company was going
What I did
Learning built on real needs
Generic courses made way for learning paths per role, built around the leadership challenges people actually faced.
Leaders teaching leaders
Senior leaders and managers helped build and deliver the content, which made it a peer-driven experience.
Trainers as coaches
With the senior trainers we moved from delivering content to coaching and facilitating. People learned more and remembered more of it.
Learning in the work itself
Practical tools, reflection prompts and peer coaching brought development into daily work.
Engagement went up once leaders helped shape the program themselves.
The messy version is fine. I’ll tell you honestly whether I can help.