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Peter Stroh

December 2015 - The Public Manager

Systems Thinking for Social Change

Learning to thrive on paradox

You know better than anyone else that learning and development is an asset to your business. For your business leaders to recognize this value, it’s important to position L&D as an investment and show that the dollars you spend translate into positive business results.If you’re wondering how, this article looks at what you should consider when building an L&D budget and how to demonstrate the business impact of your training programs.Connecting the Dots Between L&D and Business GoalsKnowing what your team spends and the return on investment of your efforts is key. Put simply, your C-suite execs want tangible metrics. Although 77 percent of leaders say that upskilling is a priority for their organization, 60 percent of HR professionals feel that budget constraints prevent them from taking action. That’s according to the Bridge-sponsored Future of Upskilling and Employee Learning 2024 report. In practice, this means you must make a strong case for learning and development. So, what’s the solution? Further findings show that businesses need to see the impact of learning and development presented in a way that stakeholders across the business can recognize. As such, survey respondents who say L&D is an organizational priority are more likely to capture and use an array of metrics to share the value of their strategies. These include:Return on investment Employee productivityTalent mobilitySkills assessmentsPresenting a clear budget that outlines how your strategy will solve current challenges shows the value and signals to your organization that your team is closely aligned with its goals.How to Build an L&D BudgetAllocating your L&D budget requires careful planning and foresight to predict and adapt to current and future objectives. There are several approaches you can take to account for these needs.Analyze Past Performance and SpendingReview your budget over recent years, the items included, and the number of employees each year. These figures will give you a cost per employee for each year and show you any underlying trends. With this information, you can predict any near-future costs you might expect to incur.Benchmark Based on Industry StandardsLooking at average spending data in your market or industry can give you insight into what other teams are spending and where they’re using their budget. This method is helpful if your information has gaps or if you need to provide evidence that supports your investment.Anticipate Future Skills NeedsIdentifying the critical skills your organization needs today and in the future can help you build a budget based on high-priority employee development programs and associated costs. Focus on the upskilling and reskilling initiatives to close current and anticipated skills gaps and allocate spending based on the areas that will keep your organization competitive.Evaluate Your Organization’s ObjectivesYour organization has specific goals, and your budget must reflect them. Prioritizing budget spending based on the anticipated business impact shows your execs that investing in L&D will drive results through employee performance.Key Costs to Factor Into Your L&D BudgetList the items in your budget, including an estimated cost or existing spending for items you currently use. For example, account for essential items such as:Ongoing subscription fees for an LMSOne-time purchase and setup feesThird-party learning contentExpenses associated with in-person training External trainers and SMEsHow to Get Buy-In for Your L&D BudgetFocus on how these resources will positively affect performance per your organization’s strategic priorities. Below are some examples to help you communicate the value.Highlight the Potential Risks of NoncomplianceAlthough the compliance risks might be different for each organization, the reasons to comply are the same. Completing mandatory training keeps your business and customers safe and protects you from any legal or financial penalties. For instance, data compiled in an e-book by Bridge and its sister companies found that in 2023, the US Securities and Exchange Commission reported fines for financial noncompliance totaling around $5 billion. That’s where an LMS comes in.To make your business case, connect your organization’s specific compliance requirements to the financial penalties for noncompliance. For instance, using a learning platform can keep your organization secure by tracking certification expiry dates and automating enrollments.Demonstrate the Impact of Upskilling and ReskillingWhile compliance training and risk management are important parts of any L&D function, they are only a fraction of what learning can do. A deliberate strategy means moving beyond risk mitigation to show the true value of training and development. Training makes your people more proficient in their roles, which is why giving them opportunities to identify and take ownership of their career development and growth directly benefits your organization. In fact, Bridge-sponsored research finds that high-performing organizations are nearly four times more likely to excel in employee development.Aligning employee goals to organizational performance allows you to strategically deploy employee development and upskilling programs and track the business impact. To present these benefits, you’ll want to show evidence of where this training has led to greater application of skills and how it benefits your business as a result. You should also identify the costs associated with not addressing skills gaps.Connect Learning to RevenueShowing the link between L&D and ROI presents the potential value of your initiatives to stakeholders. For example, Gallup research illustrates that a lack of employee engagement costs the global economy a massive $8.9 trillion each year. According to a Bridge-sponsored report, providing employees with opportunities to learn and grow is one of the top factors influencing engagement.Show How Training Improves Employee ProductivityShare how training your people gives them the tools to perform their roles more effectively and efficiently. For example, one Bridge customer cut the average time to onboard new hires from nine months to just three. As a result, it saw a 10 percent increase in sales revenue and a 50 percent decrease in turnover. You should also highlight how the right learning platform drives productivity. Using an LMS to create and deliver relevant, actionable training that your people can access on any device means faster training completion rates and less time away from day-to-day tasks. Plus, learners are more likely to retain the knowledge they learn.Find a Learning Platform That Works for Your OrganizationSaaS management platform Zylo predicts that as of 2024, less than 20 percent of midmarket organizations use single sign-on apps and platforms. Without centralized visibility, findings suggest that these organizations are at greater risk of a cybersecurity incident.Outline the potential risks and costs associated with security breaches and how the right software solution can mitigate this risk. You’re more likely to get your IT stakeholders on board when you present a platform that reduces vulnerabilities by seamlessly integrating with your existing tech and giving them complete visibility.Review Your Tech NeedsWhen building your budget, consider solutions for trimming costs that also increase efficiency. For instance, if you deliver in-person or instructor-led training events to a remote or distributed workforce, you’ll likely find that e-learning can reduce your costs—especially when adding up costs like hotels, airfare, and venue hire! You should also look for ways to consolidate your existing employee development tools into an all-in-one corporate LMS.

What You Need to Include in Your L&D Budget

As leaders continue to work remotely, they’re getting used to self-directed learning and development online. However, many learners still get the most out of online learning when they have a way to discuss it with their peers and process what they’re learning.Whether learning is in person or virtual, peer learning is crucial for leadership development success. Why is this the case? And what are the benefits of peer learning during leadership development?The Benefits of Peer Learning for Leadership DevelopmentWhile Development Dimensions International (DDI) has clients who run the gamut of doing all digital to all in-person leadership development (and every combo in between), companies that incorporate peer learning during some or all their programs tend to see stronger results. Check out an example of a major company that used peer learning as a critical part of their global frontline leader program.First, leaders get that valuable opportunity to network with other peer leaders, especially those from other parts of the company. It’s a powerful opportunity to get to know one another and create one shared leadership culture.Furthermore, deeper learning occurs when leaders are sharing experiences with one another. In fact, a Harvard study showed that students did better on tests when they participated in active learning versus only absorbing information through lectures.Peer learning also provides a safe space for skill practice and peer coaching. This enhances a leader’s feedback and coaching skills and increases accountability for behavior change. Along with increased accountability, learning with peers can provide a healthy pressure to maintain momentum for the on-the-job application of new skills. When leaders see other leaders who they went through development experiences with succeeding on the job, this can serve as a positive model for them to follow.Finally, peer learning for leadership development leverages content and learning to address leadership challenges. Naturally, a collaborative learning format will bring other perspectives and challenges to light, including those that leaders wouldn’t have considered on their own. With instant feedback from multiple perspectives, leaders quickly get a more nuanced view of the effect their behavior has on others.When to Use Peer LearningPeer learning is built into group learning journeys whether it’s in person or virtual. But as many companies increasingly rely on self-directed or digital learning, peer learning is critical for creating accountability, retention, and skill application.We often see self-directed learners join peer learning groups and experience several aha moments. For example, I’ve heard participants say, “I didn’t realize that content was there. I’ll have to check it out!” or “I never would have thought to apply that skill like that.”Peer learning is also helpful when onboarding a leader who is new to their role or new to the company. First-time leaders going through leadership development often find a sense of camaraderie when learning with other first-time leaders.What’s the best way to structure peer learning groups, and what should a session look like? Find out by checking out DDI’s blog.

Why Peer Learning Is Crucial for Leadership Development

Federal agencies are navigating an unprecedented workforce landscape. Shifting policy priorities coupled with a leaner workforce leave agencies to answer a critical question: How do we maintain operational effectiveness with fewer resources?A shrinking workforce creates significant skill gaps across federal operations. Yet, agencies must continue to deliver essential services while adapting to these constraints. Teams that effectively navigate this new landscape will build more resilient, disruption-proof organizations.The question before federal leaders is not whether to upskill, but how to implement effective upskilling strategies with limited resources and immediate impact. A Framework Built to Transform Constraints Into CapabilitiesRather than only relying on new hires or external solutions, true workforce optimization is about unleashing the potential already on your teams to build internal capacity. This approach centers on three critical dimensions: readiness (solutions implemented immediately with existing resources), sustainment (approaches that create enduring skills and competencies that evolve with your mission), and scalability (methodologies that work across team sizes).Our recommended workforce optimization framework consists of five interconnected components: assessment, prioritization, deployment, measurement, and integration. Each builds upon the previous one, creating a sustainable system and a workforce that’s not just ready for today’s challenges but built to thrive in tomorrow’s uncertainty.Starting Strong: Assessing Current StateEffective workforce development begins with understanding where you stand. Before implementing training initiatives, agencies must identify critical skill shortages and operational vulnerabilities created by workforce losses.This involves conducting a rapid skills inventory using existing HR data, performance evaluations, and team leader input. Key questions include: How well does the current workforce align with your strategy? What impact will turnover have on service delivery? Where are positions difficult to fill?The goal is to align identified skills with mission-critical functions to determine where gaps create operational risks. Strategic Prioritization and ImplementationWith the assessment complete, agencies must focus on training initiatives that offer maximum return on limited resources. This involves segmenting the workforce to identify roles requiring immediate attention, followed by using structured decision frameworks to objectively evaluate where training efforts will drive the greatest impact.Successful agencies embed learning directly into the daily workflow, applying leveraging models like the 70-20-10 model, which balances formal training, peer-driven learning, and hands-on experience. Cost-effective deployment is key. Agencies can implement scalable, low-disruption strategies such as lunch & learn sessions, protected time blocks for skill-sharing, and simple job aids for on-the-job learning. Measuring Impact and Building CultureEnsuring upskilling efforts lead to measurable improvements requires establishing baseline metrics and implementing robust feedback systems. Upskilling only drives meaningful change when it’s linked to measurable outcomes. That begins by setting clear baseline metrics and embedding structured feedback systems that reveal progress over time.Success isn’t defined by completion rates alone. It’s also in operational performance improvements, documenting time savings, and measuring employee confidence in applying new skills. Building a culture of continuous learning means establishing learning champions, creating recognition systems, and formalizing knowledge-sharing mechanisms. Even with limited resources, agencies can integrate learning discussions into regular meetings and share success stories that demonstrate the impact of upskilling. These small actions make learning visible and valued and fuel sustained growth across the organization.From Framework to ActionUsing a structured approach such as we’ve outlined offers practical, actionable pathways that work within current limitations while building toward future capabilities. Federal agencies can’t afford to wait for perfect conditions—they need adaptive solutions that can be launched immediately, continuously evolve, and adapt to changing priorities.The real question isn’t whether upskilling is worth the investment—it’s how fast agencies can deploy strategies that safeguard mission delivery today while accelerating long-term capability. Ready to transform your federal team? Don’t just plan—act. Download the complete Bridging the Skills Gap: A 90-Day Framework to Upskill Your Team whitepaper and unlock detailed implementation guides, assessment tools, success metrics, and step-by-step checklists that will transform workforce challenges into organizational strengths.

From Gap to Gain: A 90-Day Action Plan to Upskill the Federal Workforce

Imposter phenomenon, also often referred to as imposter syndrome, can surface across every industry and at all levels. It’s the internal belief that we’re not good enough, not adding enough value, not truly qualified for the roles we hold, or that we won’t be able to handle the challenges ahead. This persistent self-doubt can undermine confidence and performance and significantly disrupt productivity, even in the most capable professionals.According to Korn Ferry’s 2024 Workforce Global Insights report, 71 percent of US CEOs report experiencing symptoms of imposter syndrome, a reminder that feelings of self-doubt and inadequacy aren’t limited to early-career professionals. In fact, the report highlights that imposter syndrome tends to grow stronger as individuals rise through the ranks, affecting leaders from supervisors to the C-suite.Coaching is one of the most powerful tools leaders can use to help their teams manage imposter syndrome and unlock higher performance. Coaching has been shown to reduce self-doubt and feelings of inadequacy by up to 40 percent (Journal of Behavioral Science, 2011).Once imposter syndrome is recognized, it’s important to develop an intentional plan to address it. Coaching through imposter syndrome isn’t just helpful; it’s a core leadership skill. When team members doubt their abilities, leaders have an opportunity to shift that narrative through thoughtful, meaningful conversations. The following one-on-one coaching questions are designed to help team members reframe self-doubt, reconnect with their strengths, and move forward with clarity. Organized into four practical stages—Awareness, Intention, Options, and Action—this framework helps guide meaningful reflection and support lasting growth.AwarenessAwareness begins with helping individuals recognize and name what they’re feeling. Imposter syndrome often thrives in silence, with many high performers not realizing their self-doubt has a name. By giving language to the experience, leaders normalize it and create space for growth.Potential Coaching Questions:When do these feelings of self-doubt tend to show up?What types of situations tend to trigger these thoughts for you?What do you typically do when these thoughts show up?How do these thoughts affect your confidence or performance?What would a trusted peer or mentor say about your performance in this area?IntentionIntention is about clarifying how someone wants to think, feel, or show up differently. It shifts focus from self-doubt to possibility, setting a meaningful goal that provides direction and purpose, not just a way to escape discomfort.Potential Coaching Questions:How would you like to feel in this situation instead?What would confidence look like for you here?What’s important to you about showing up differently?What would it mean for you to trust your experience or abilities?What does “success” look like?OptionsThis stage is all about possibility. It invites the person to consider different strategies, perspectives, or support systems that could help them shift their experience or behavior.Exploring options provides flexibility and choice, reminding people that they’re not stuck.Potential Coaching Questions:What have you done in the past that helped you move through doubt?What are some different ways you might approach this challenge?What support do you need?If you had full confidence, what would you do?Action Action focuses on helping the person choose one attainable next step that builds momentum and confidence. Imposter syndrome often leads to overthinking or avoidance, so taking action reinforces a sense of capability, turns insight into movement, and reminds the person that progress is possible.Potential Coaching Questions:What’s one small action you can take this week to build confidence?What will you do to challenge the inner critic the next time it shows up?How will you check in on your progress or growth?Who can support or encourage you as you take this step?How will you celebrate success?Want to learn more about the power of coaching? Join us at the ATD Coaching Conference for our session, “The Power of Practice: Making Coaching a Habit” (coachingconference.td.org/agenda/) on Wednesday, August 20, from 1:30–2 p.m. ET.

Coaching Through Imposter Syndrome: A Four-Step Framework

“Next person up.” This is how most frontline managers get the job.According to DDI, frontline managers are the most important people in the workplace. They lead 80 percent of the workforce and influence every part of the employee experience. But most never planned to do this job. In fact, 70 percent of managers didn’t anticipate their promotion.Companies rely on these managers to turn strategy into action. “As a result, the work piles on, and 40 percent of managers feel burned out,” according to The Deskless Report 2024. This leaves little room for development. Even a 30-minute quarterly webinar is a stretch.Traditional leadership development isn’t built for the frontline. It’s designed for people with steady schedules, not those running the floor and putting out fires all day. Managers are asking for help, but they need a different approach—one that fits into their reality, rapidly builds capability, and boosts on-the-job confidence.Here’s a better way.Start with guidanceBefore building any courses, make sure managers have access to real-time support. Provide a knowledge base with proven practices and answers to everyday challenges, such as:What happens if we miss a delivery or run out of stock?What’s the process for approving shift swaps?What do I say in a write-up conversation?Make this knowledge easy to find and apply. Use AI to provide managers with a digital assistant that’s always available to answer questions, share advice, and help them stay focused.When managers can solve everyday problems on their own, training can shift from teaching processes to building the skills that drive outcomes.Focus on what’s most useful nowSkip the leadership theory—at least at first. New managers need practical skills that enable them to run the operation without letting things fall apart.Start with the basics, then build up. Restructure your manager training into job-relevant phases:Manage a shift. Build core confidence in leading daily operations.Navigate disruption. Provide the knowledge and tools needed to handle the unexpected.Lead a team. Focus on building trust, improving communication, and coaching to performance.Lead initiatives. Help them take ownership of projects and excel in stretch opportunities.Pursue opportunities. Foster the skills that will get them to the next role.Personalize the path so each person can progress at the right pace. Strong operators may move fast. Newcomers might need more time to build the basics. Make sure the manager and their team are confident they can handle the next shift—because it’s tomorrow. Foster peer networks“Training has limits. There’s only so much you can cover in the time available. It’s no surprise that 67 percent of frontline managers say they’re making it up as they go,” according to The Deskless Report 2024.Microlearning and reinforcement are essential for ongoing development, but a manager’s most valuable resource is fellow managers. They’ve been through it. They know how topics discussed in the classroom play out in real life. Make it easy for managers to connect with peers who can share advice and offer support in difficult moments.A frontline manager might be the only one in their location, and that location might be the only one in the city. But they shouldn’t feel alone. Foster community. Create space for real conversations and judgment-free guidance. The support they need is often one text message away.Design for realityLeadership development is falling short, and most companies know it. “75 percent say their programs don’t deliver value,” according to Josh Bersin.This gap is even wider on the frontline. Managers don’t need theories and slide decks. They need actionable training that fits into their free moments. They need tools to solve real problems and lead through the daily chaos.Fixing leadership development doesn’t mean lowering the bar. Instead, L&D must design for the reality frontline managers face every day—and give them a real chance to succeed.

From Teammate to Team Leader: A Blueprint for Frontline Manager Development

Hours. That’s how long it takes for a frontline worker to decide if they’re in or out. One rough shift (and a slightly better offer), and they’re gone! At Axonify, we know that great onboarding makes all the difference. We’ve worked with millions of frontline associates—and we've asked them directly what matters most when starting a new role and what sets them up for success. The results are in: It all starts with the right onboarding.Onboarding boosts retention by 82 percent and productivity by more than 70 percent (BHG). Yet, only 12 percent of employees say their organization does onboarding well (Gallup). That’s a big problem on the frontline, where people often get hired and start the same day.Nearly 75 percent of organizations say high turnover is one of their biggest frontline challenges (ATD). If you bury new hires in “click next” e-learning or overload them with classroom sessions, you can’t be surprised when they leave—especially when those sessions aren’t built to stick. If they don’t feel confident doing the job or find it enjoyable, they leave.Fixing onboarding takes more than training videos. Frontline leaders need to rethink the purpose of onboarding—and how it sets the tone for the entire brand experience.The Onboarding TrapFrontline onboarding usually goes one of two ways.The new hire gets handed to a peer with training called “they’ll show you how we do things.” There is no structure or manager support—just hope. Then, we’re shocked when performance is shaky and confidence is low.The other version is total overload. We cram every detail into training to satisfy subject matter experts and check compliance boxes. Meanwhile, employees are just trying to remember people’s names and figure out where to buy non-slip shoes.They might pass the test, but most of what they learned is forgotten in a few days because it’s outside the flow of work, lacks consistent reinforcement, and misses the role-specific context that connects to the bigger picture.Shift to EverboardingOnboarding is just the starting point. Shift from front-loaded training to everboarding: continuous learning that’s built into every shift.Start with support. On day one, show new hires how to find answers using your knowledge base, digital assistant, and any other tool that gets them unstuck fast.Pre-assess. Fast-track experienced hires by validating what they already know. Focus training where it actually makes a difference.Embed microlearning. Reinforce critical skills with short, targeted practice during every shift—just a few minutes at a time.Equip managers. Push real-time insights to frontline managers so they can coach in the moment and enable personalized growth.Everboarding ensures support from day one—putting the right tools in your frontline’s hands so they feel confident and capable every shift.Repurposing the First Few DaysWith always-on support in place, we can stop treating the first few days like a firehose and start focusing on the experience.Yes, compliance still matters. Safety training must happen. But we all know new hires won’t retain every policy and process thrown at them on day one.One global retailer took a smarter route. They capped how much training a new sales associate can do on their first day. Instead, they spend most of this shift on the floor meeting the team, connecting with the manager, and getting a feel for the job. Training starts in earnest on day two and rolls out in focused chunks over the first few weeks.The result: reduced turnover, greater consistency, and stronger frontline performance.Retention Starts on Day OneHalf of hourly workers quit within the first 120 days (UKG). It’s not a training problem. It’s an employee experience problem.Everboarding shifts the focus from delivering content to building confidence. This approach fosters a continuous learning and support experience that meets frontline workers in the moments that matter—giving them the tools they need to succeed, exactly when they’re needed. 

Forget Onboarding! Drive Frontline Results With Everboarding

A modern intranet is a vital component of any effective culture strategy in today's distributed work landscape. It’s often how new employees first experience a company’s culture (during onboarding), and it remains a key connection point for a growing virtual workforce.When built thoughtfully, your intranet helps communicate core values, encourages open dialogue, and fosters a sense of belonging, all of which are key elements in driving mindsets and behavior. Here’s how to establish your digital ecosystem as a powerful tool for shaping and reinforcing your organization’s culture.Embed Core Values Into the IntranetYour intranet should reflect your organization’s identity and values. It’s more than a functional platform; it should visually and practically integrate the behaviors and principles you want to encourage.Consider dedicating sections of your homepage to highlighting your organization’s values. For example, visually appealing banners or callout boxes can remind employees of the values the organization celebrates, recognizes, and strives to live by. Go a step further by featuring stories of “values in action”—real-life examples of employees who demonstrate these values in meaningful ways. Not only does this make your values tangible, but it also shows your team that living the values is recognized and appreciated.Provide a Leadership Communication HubLeaders play a critical role in shaping and communicating an organization’s cultural vision. An intranet that’s designed to promote leadership visibility and transparency can help drive culture transformation.Creating a dedicated leadership communication hub offers employees direct access to leaders’ thoughts, plans, and visions. This could include regular blog posts, video or podcast updates, or live Q&A sessions that support sharing ideas and asking questions.It’s important to provide spaces for leaders across business units and departments to deliver messaging that reinforces strategic perspective and makes it tangible for their teams. When employees feel they have a direct line to leadership, it builds trust and helps align the entire organization around a shared vision. These communications should be authentic, relatable, and align with the organization’s values. Whether it’s a heartfelt video about the company’s future or a blog post reflecting on recent successes, these touchpoints help reinforce the cultural direction in an approachable way.Foster Community and CollaborationA thriving organizational culture is one where employees feel connected—not just to leadership but to each other. The intranet can be a powerful tool for fostering that sense of community and collaboration.Interactive features, such as discussion forums, virtual team spaces, or recognition walls, allow employees to engage with one another beyond their immediate teams. These features encourage cross-departmental collaboration and provide a space for employees to share their thoughts, challenges, and successes in real time. Doing so creates moments where culture can flourish organically.Recognition walls, for example, can act as a social center where employees highlight peers for outstanding contributions or living the company’s values. This not only boosts morale, but it also reinforces a sense of belonging—critical components of a strong organizational culture.At TiER1, we strive to ensure that our culture is clear throughout our Microsoft365 digital ecosystem in the following ways:Our main intranet home on SharePoint has highlighted pages that articulate our core values and aspirations.Our TiER1 Matters Weekly newsletter includes insights from our president and is published via SharePoint News, so it’s automatically archived and searchable.We use Forms to capture peer-to-peer nominations for our Values in Action Awards, which trigger automated posts to our Viva Engage community.Our Pulsecast Power App provides a mechanism for leaders to publish podcasts around quarterly priorities, personal growth reflections, and “whole-self stories” to create an inclusive environment.We regularly publish key metrics around our business and employee experience leveraging Power BI to reinforce transparency and accountability.Embrace Human-Centered Design and Continuous ImprovementTo truly be a driver of culture transformation, your intranet must be designed with employees at the center. The best intranets are built through a process that considers the needs, behaviors, and pain points of the people who will use it every day. A human-centered design approach ensures that the intranet is intuitive, easy to use, and genuinely helpful.The design process starts with understanding user needs. By collecting feedback from employees, conducting usability tests, and refining features based on real-world use, the intranet becomes more than a static tool—it evolves into a living platform that adapts to users’ needs.Continuous improvement is key. As your organization grows and changes, so will your employees’ needs. Regular updates based on user feedback help ensure that your intranet remains relevant and engaging. Focusing on ongoing refinement creates a dynamic space that reflects the pulse of the organization, evolving alongside your company’s culture.Intranets can be powerful drivers of transformation when they are intentionally designed and continuously improved. After all, culture lives in the interactions between employees, their leaders, and the tools they use to connect with one another. When your digital ecosystem becomes a space where values, communication, and community thrive, you’re not just building a platform—you’re building a culture.

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