Program Rationale and Design

To address growing concerns around frontline leadership effectiveness, a cross-functional learning team designed and delivered a cohort-based Leadership Development Program grounded in business priorities, behavioral science, and instructional rigor. The initiative emerged in response to two clear signals: rising hourly staff turnover linked to weak supervisor support, and a protracted 14-month bench time for internal promotions into mid-manager roles. Framing these as learning problems, the team developed a program to close identified gaps in coaching, feedback, team leadership, and change enablement.

Needs Assessment and Persona Development

The front-end needs assessment combined stakeholder interviews, pulse surveys, and a 50-item People-Leader Skills Assessment, which also served as a Level 3 evaluation tool. This process surfaced three learner personas: New Supervisor, Stretch-Ready Lead, and Seasoned Manager Refresh. Each had distinct performance goals and development needs. These personas informed the learning architecture and sequencing.

Learning Architecture and Methodology

Following the ADDIE process, the team blended modalities to balance cognitive load and practical application. The experience began with self-paced microlearning to build foundational knowledge of values alignment, DiSC®, and emotional intelligence. A five-day, high-interactivity ILT intensive followed, built around the GROW coaching model, SAID feedback model, and Drexler/Sibbet Team Performance Model. Post-workshop, learners applied skills in the flow of work, supported by structured Action Plans, weekly digital nudges via Microsoft Teams, and manager-led check-ins.

Core Leadership Content

Program content focused on high-impact leadership behaviors, including building trust, clarifying goals, coaching for performance, and enabling change using the ADKAR model. Throughout, learners engaged in role-plays, reflection prompts, peer accountability, and tools such as the Reciprocity Ring and meeting debrief templates to reinforce learning. Team lifecycle mastery was a recurring theme. Leaders learned to diagnose and facilitate each stage of team development, from Orientation to renewal.

Outcomes and Behavior Change

Behavior change was the program’s north star. Managers reported a marked increase in coaching conversations, feedback quality, and team development initiatives. Post-program data showed statistically significant gains across Skills Assessment dimensions, especially in the Implementation and High-Performance stages of the Team Performance Model. These insights were continuously integrated through feedback backlogs and quarterly retrospectives. Iterative improvements followed, including the addition of triad role-play structures and a celebration toolkit for team renewal.

Collaboration and Delivery

Collaboration was key to the program’s success. The L&D team co-created with Operations SMEs, graphic designers, and HR analytics partners. Weekly stand-ups and kanban workflows ensured agility and alignment. The result was more than a training program. It was a scalable, behaviorally grounded system for growing people leaders.

Cultural Impact and Lasting Change

Perhaps the most meaningful measure of impact came in the cultural shift. Leaders began referencing the Team Performance Model in stand-ups, asking “Where are we on the arc?” and committing to “GROWing that issue” in coaching sessions. This shared language, paired with sustained behavior change and measurable business alignment, confirmed that the program didn’t sit on a shelf. It reshaped how leadership was practiced daily.