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Case Study
Business Issue
A globally renowned software development and testing company, known for its work in advanced technologies and AI tools, found itself grappling with a growing leadership gap-especially in the post-pandemic hybrid work era.
Senior managers, who serve as the critical bridge between clients and delivery teams, struggled to balance evolving business demands with employee engagement and development. Motivation among team members declined—some top performers left due to a lack of opportunities to apply their upskilled capabilities, while others resisted development initiatives altogether, creating a visible divide.
Internally, collaboration took a hit. Cross-functional hybrid teams began working in silos, with poor communication, reduced innovation, and low psychological safety. Externally, managers lacked the influence and business acumen to align client expectations with internal capabilities, especially when promoting newer tech stacks.
Despite temporary support from AI tools and peer-driven fixes, the root challenge persisted: managers were under-equipped to lead with empathy, coach effectively, resolve conflict, or create an environment of trust and shared ownership. Without these capabilities, the organization risked both performance stagnation and talent attrition.
Industry Information Technology (IT)
Category Leadership
Solution Suite Integrated Leadership
Solution
The organization partnered with Wilson Learning to strengthen the leadership capabilities of its senior managers—those responsible for aligning business priorities with team performance in a complex, hybrid environment.
The solution was designed to help managers lead with greater intention, trust, and emotional intelligence. It focused on shifting them from operational oversight to strategic enablers of performance and well-being.
Key focus areas included:
- Building trust and accountability: Managers learned to delegate meaningful responsibilities aligned with team members’ strengths—boosting ownership and efficiency without micromanaging.
- Setting clear, outcome-driven goals: They practiced aligning individual objectives with broader business outcomes to create clarity and motivation.
- Proactively managing bottlenecks and conflict: Leaders were trained to spot early signs of misalignment or friction, and address them through empathy, open dialogue, and psychological safety.
- Balancing team autonomy with oversight: The program emphasized the importance of coaching over control—empowering managers to support growth while maintaining standards.
Through this capability-building initiative, senior managers developed the mindset and behaviors required to foster engagement, drive performance, and lead with confidence in today’s dynamic work environment.
Outcomes
Over 65% Sr. Managers showed more than 25% improvement in team’s and organization’s work performance.
97% Sr. Managers agreed or strongly agreed that the workshop had an impact on their teams’ work performance.
100% Sr. Managers indicated that they that the skills were easy to apply back on the job.
Behaviors that showed the greatest level of change:-
The participants were able to:
- Explaining the complexity and importance of tasks to others
- Delegating a task to the most appropriate person
- Supporting the person to whom the task is delegated
- Using SMARTER criteria to write clear, specific, and behavior-based goals
