FROM THE INDUSTRY
organisational dynamics, navigating political environments and developing self- awareness about how you’re perceived. When I asked Jeff about how the courses changed his approach, he explained, “I think in the past I might have just accepted that something was going to happen, and that we’d all have to get on board and move forward. Now it’s about saying, okay, what questions do we need to ask, and how do we bring everybody along? Some people are ready for the big changes, while others wish we could go back. This teaches us how to work with everyone, including how to lead those who might be resistant to change.”
This intimate learning environment, whether virtual or in-person, creates space for the kind of transformational thinking that doesn’t happen in large-scale webinars or pre-recorded training modules. Looking Ahead to 2026 As we plan for the year ahead, we’re not working in isolation. We’re spending significant time with our partners, understanding their three-to-five-year goals, their leadership needs, and the capabilities they need to build. This collaborative approach ensures our curriculum development is grounded in real organisational challenges, not academic theory. One major focus for 2026 is our continued global expansion. We’ve spent the past two years establishing our presence internationally, attending key shows, presenting at conferences, building thought leadership and developing partnerships. We’re forming relationships with European organisations and associations. What we’re hearing from international partners is fascinating: there’s real appetite for the American approach to business. It’s the willingness to bootstrap, fail fast and take risks without fear of looking foolish. We’re finding ways to inject that mindset while respecting cultural differences and adapting our content to meet regional needs. We’re also leaning further into our masterclass model, which has proven to be the most effective way to create
Curriculum That Evolves with Industry Needs Our curriculum has never been static. We continuously update existing content and add new courses based on what we’re hearing from our partners about their most pressing challenges. It all started with Driving Innovation, a course that teaches mid-level leaders how to take an idea from concept to greenlight within their organisations. Participants learn to identify internal executive advocates, build budgets, craft messaging and test and validate concepts. We’ve seen these projects make real impact by generating tens of millions of dollars in revenue or significant improvements in customer experience. When the pandemic hit, we introduced Leading with Agility at precisely the moment organisations needed it most. Leaders were suddenly managing virtual teams, delivering customer experience remotely, and solving IT challenges across state lines. The course taught professionals how to turn unexpected challenges into opportunities. It wasn’t just making lemonade from lemons; it was building an online lemonade business. Our most recent addition, Intrapreneurial Leadership, focuses on what we call “power skills”. These are the critical capabilities rarely taught in business school but instead learned through trial and error in organisational life. This course addresses emotional intelligence, understanding
The Power of Blended Learning
One reason we’ve maintained our blended cohort model alongside customised delivery is the unique value it provides. When participants learn alongside their peers from other companies, something powerful happens. They gain freedom to be vulnerable and candid in ways that aren’t always possible in company-only training environments. They discover that challenges they thought were unique to their organisation are shared across the industry. And they build networks that extend far beyond the course itself. To back this up, Jeff told me that the small class size allowed for a lot of dialogue and interaction, giving everyone equal voices and that the conversations allowed the group to do deeper dives into common issues.
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MARCH 2026 Volume 48 No.1
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