Training Industry Magazine - Winter 2025 - 46

coaches, each with a different area of
subject matter expertise.
The Value of the Top-Down Approach
By helping your second-line leaders succeed, you will
create a positive coaching culture that drives lasting
change. Second-line leaders who complete your
program will model their improved skills for their first-line
managers who, in turn, will more effectively coach their
direct reports.
This improved coaching culture will support a
sustainable leadership development process across your
organization. At the same time, by ensuring leadership
is aligned to clearly defined business objectives, it will
enhance team performance and drive long-term success.
Create psychological safety.
For coaching and peer group sessions
to succeed, participants must feel
comfortable discussing their missteps
and asking for assistance. Earn
participants' trust by having coaches
frankly discuss their own professional
journeys, including their setbacks. Be
sure to praise honest contributions and
encourage participants to feel a sense
of ownership over their own progress.
are
core
elements
often found in
all successful programs. Keep the
following in mind as you consider your
next steps:
Bring in senior leadership early on.
As you design your program, seek
the advice of those who manage your
second-line leaders. Input from senior
leadership will help you identify gaps,
understand needs and customize your
approach. Just as important, gaining
senior leadership support will help
you gain the trust and buy-in of your
second-line leaders, whose attitudes
concerning your program will likely
mirror their managers'.
Personalize your approach.
New training programs invariably
raise some degree of skepticism and
defensiveness in those targeted by
the initiative. This may be particularly
true for second-line leaders, who
are accustomed to having greater
autonomy and are often entrenched
in their ways of working. Overcome
their
Define key competencies for the role.
In many organizations, the secondline
leader role has never been clearly
articulated. In fact, it is not uncommon
for two second-line leaders in
the
same organization to have a different
understanding of their responsibilities.
It is paramount for you to make sure all
stakeholders are on the same page at
the outset.
Focus on critical behaviors.
Create opportunities for participants
to discuss, reflect on and improve
their ability to carry out the skills
core to their role. Topics may
include business acumen, strategic
thinking, coaching, providing effective
feedback, emotional intelligence and
cross-functional collaboration.
Select experienced coaches to
facilitate the program.
skepticism by individualizing
your training approach. Take time up
front to identify the specific needs of
each participant (through coaching,
assessments, peer group work, etc.)
and build in flexibility that allows these
needs to be met.
46
Second-line leaders require coaches
who truly understand - even share
- their professional background
and level of managerial experience.
Choosing the right coach may be the
most important decision you make
when designing your training program.
If you have difficulty finding a single
coach with the breadth of experience
you need, consider bringing on multiple
Carry out an effective
communications campaign.
Ahead of the program's launch, use
communications to build excitement,
define expectations and let participants
know to whom they should address any
questions. Be sure to also keep senior
leadership informed about key dates
and, once the program begins, the
progress of the initiative.
Have others model what good
looks like.
Invite senior leadership and, in
time, second-line leaders who have
completed your program, to discuss their
roles, share their professional journeys
and answer their questions. Their lived
experience can create unanticipated
insights and lasting benefits.
Incorporate multiple opportunities for
social learning.
* Simulations: Having participants
take part in realistic simulations
is a fantastic way to help them put
newfound skills into practice in a
safe environment. Be sure to follow
up by asking participants to reflect
on their experiences. Then provide
honest feedback about where they
succeeded and what they could
improve upon.
* 1:1 and group coaching: The training
needs of each second-line leader
will vary, even as they share many
commonalities. Providing both
individual and small group coaching
will best enable your secondline
leaders to identify areas of
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Training Industry Magazine - Winter 2025

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