Manager Development

CHALLENGE A large national organization was navigating significant organizational and operational change. Managers and individual contributors were experiencing the transformation differently, yet a single change-management learning experience would not adequately prepare both groups. Managers needed to manage their own response to change while also helping employees understand, navigate, and adopt it. APPROACH I created a two-level development approach with separate learning experiences for managers and individual contributors. For managers, the emphasis moved beyond change-management theory to the practical responsibilities of leading people through uncertainty: communicating clearly, recognizing different employee responses, addressing resistance, reinforcing new behaviors, maintaining performance, and helping teams progress through change. The work formed part of a broader learning transformation that included redesigned curricula, national delivery across in-person and virtual formats, subject-matter-expert development, and trainer capability building. IMPACT The differentiated approach gave managers a clearer understanding of their role in organizational change rather than treating them as simply another audience receiving information. WHAT THIS DEMONSTRATES Managers are often where organizational strategy becomes employee experience. Their development should reflect that responsibility.