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1002 Developing People Who Develop People

9:15 AM - 10:15 AM ET
Thursday, December 7

The manager’s role in developing people is becoming more prominent and more critical. The organization needs its leaders to effectively manage a skill portfolio and develop employee capabilities. Employees need their managers to take an active interest in their ongoing development. Managers may be feeling pressured from both sides (and from other demands on their time and attention). They may also be feeling unprepared to comfortably take on developmental activities. How can L&D better prepare managers for these emerging demands?

In this session we’ll explore the manager’s people development role: Changing expectations, strategies that managers can use, and skills needed to be effective. More importantly, we’ll walk through a process to define how you can support managers in becoming sought-after developmental leaders.

We’ll first explore what we want managers to do. I’ll share a framework that organizes the array of potential developmental actions into six categories: Clarifying, coaching, challenging, connecting, curating, and customizing. Each of these requires a specific knowledge base and skill set in order to be effectively utilized.

Then we’ll discuss how to approach the daunting task of developing managers to enact this complex role. Your specific strategy will be influenced by your context, your organization’s goals and initiatives, and your learning and performance ecosystem. You’ll take away a template that will help you to prioritize how your L&D team can strengthen the manager’s role in employee development.

In this session you will learn:

  • A structured, research-based framework for describing what it is we need managers to do to develop people (six modes of engagement) and the skills they need to be effective
  • A planning tool for describing the emerging development role specific to your organization, prioritizing where managers need the most support, and designing a strategy for developing them
  • An inventory of learning and performance support techniques that can be deployed to help managers envision their developmental role and develop the necessary knowledge and skills

Catherine Lombardozzi

Learning Strategy Consultant / Founder

Learning 4 Learning Professionals

Catherine Lombardozzi is a lifelong learning and development practitioner and founder of Learning 4 Learning Professionals. Her work focuses on supporting the professional development of designers, facilitators, faculty, consultants, and learning leaders through coaching, consulting, workshops, and development programs. As an active workplace learning professional with nearly 35 years’ experience, Catherine often contributes to professional conferences and journals, and she teaches graduate-level courses in adult learning, instructional design, e-collaboration and consulting. She is author of Learning Environments by Design (2015). Catherine holds a doctoral degree in human and organizational learning from George Washington University.