4 Questions to Guide Your 2025 Leadership Development Strategy

As we approach 2025, developing others isn't just another item on your leadership to-do list —it's a strategic imperative: Leadership pipelines are weak. And less than one-third of employees are engaged at work, which is a red flag for problems with leadership.

The key to leadership development is to be intentional. As you plan for the coming year, take time to reflect on how you'll approach leadership development, both for your team and for yourself. Here are four questions to guide your thinking:

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1. How can you make development programs and coaching more impactful?

Traditional leadership training often falls short because it's disconnected from daily work. Look for ways to integrate learning into the flow of work, whether through microlearning, action learning projects, or regular coaching conversations. The most effective programs combine content, coaching, and connection—creating opportunities for people to learn, practice, and grow together.

2. How can you extend development opportunities beyond high performers?

While it's natural to focus development resources on your "stars," limiting leadership development to a select few creates risks. You might overlook hidden talent or create engagement issues among those who feel passed over. Look for ways to make leadership development more accessible across your organization.

3. How can you help your people learn from each other?

Some of the most powerful learning happens through peer-to-peer connection. Consider how you might facilitate this through cohort learning programs, communities of practice, or structured opportunities for knowledge sharing. When people learn together, they not only gain new skills but also build relationships that strengthen your organization.

4. How will you invest in your own development?

Don’t forget about giving yourself opportunities to learn and grow! I work with a coach, but the way you invest in yourself might look different—perhaps it's pursuing a certification or carving out dedicated time for reflection and growth. The key is making it a priority.

Planning for Impact in 2025

As you consider these questions and plan for the year ahead, remember that you don't have to figure it all out alone. At Newberry Solutions, we have a unique vantage point on the leadership development trends and challenges organizations are facing. Through our work with clients across industries, we see what's working—and what isn't—as organizations adapt and evolve their approaches to developing leaders.

Whether you're looking to enhance your existing leadership development programs or build new ones, we're here to help. Our New Lens® platform and other services can be tailored to support your specific goals and challenges.

Ready to discuss how you can drive more impact from your leadership development efforts in 2025? Visit www.newlensleadership.com to learn more, or reach out to me directly to explore how we can support you.

I'd also love to hear your thoughts: Which of these questions resonates most with you? What other questions are you considering as you think about developing leaders in your organization? Share your perspective with me on LinkedIn.

Why Leadership Development Programs Must Teach Networking

During Newberry Solutions’ webinar this month, Yana Melnikova at PepsiCo and I talked about the importance of opening up leadership development to more people, beyond high potentials and high performers. 

But it’s not just about who you include; it’s also about the foundational leadership skills that you help them learn. This raises a vital question: To transform potential into performance, what skills should your leadership development program teach?

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This question was top of mind for us as we developed our New Lens® learning platform. Based on years of experience working with top companies, we identified the biggest levers of high performance. In other words, these are the skills that we have consistently seen have the biggest impact on business results and increasing employee readiness for roles at the next level. One of those skills that often gets discussed but not ineffectively integrated into leadership development programs is building a powerful network.

Results and Relationships 

Too many people put networking on the back burner or think of it as something to squeeze in outside of their “real work.” In fact, I would wager that there are employees at your organization who are talented and hardworking, but who are not considered future leaders because they keep their heads down and believe their work should speak for itself.

Of course, results are important. But leadership isn’t just about individual competencies; it’s also the ability to get things done with and through others. Especially as an employee moves up the leadership ranks, their effectiveness depends on their relationships — with their direct reports, with their boss, with higher-level leaders, with their peers and with colleagues in other departments. That’s why a great leadership development program must set the stage for relationship building.

Ways to Encourage Networking

So how can a leadership development program help your employees build a network that will help them both drive results and advance their careers? Here are a few ideas:

• Teach networking strategies. Many people mistakenly believe that only extroverts can be good at networking. The reality, though, is that anyone can learn best practices that can help them get better at building relationships. For example, I always show my coaching clients how to identify the most critical relationships to success in their role, specific business goals or projects.

• Incorporate mentorship and sponsorship. Mentors can serve as role models for leadership development program participants, providing advice and perspective to help them develop their skills and navigate challenging situations. Sponsors, on the other hand, have clout and yield considerable influence on key decision-makers. Sponsors also give program participants critical exposure to opportunities and visibility to other influential leaders, and advocate on their behalf. While employees can establish these relationships on their own, mentorships and sponsorships are more effective when they’re part of a formal program.

• Utilize collaborative learning. One of the most overlooked but most impactful relationships are peer-to-peer. Integrate collaborative learning to foster employees sharing their knowledge and expertise, help each other navigate through challenging situations, and increase self-awareness.  Combining collaborative learning with high-quality content can even further accelerate results. We’ve already seen the power of this with New Lens, which takes the power of bite-sized lessons on foundational leadership skills and then enables deeper discussion and learning with a cohort. Not only does this accelerate learning; it strengthens workplace relationships that have become harder to build or maintain in this world of hybrid work.

How is your organization helping employees build the relationships they need for success? If you would like to learn more about how New Lens can help build networking skills (or critical leadership skills necessary for every level), check out a preview of sample content and schedule a demo.

How to Strengthen Team Relationships with Collaborative Learning

As a firm that helps top organizations develop their leaders, we get a firsthand look at emerging trends in learning and development. Three years ago, the coronavirus pandemic caused a sudden and massive shift to remote learning options. But, in recent months, we’ve been seeing the pendulum swing the other way.

In-person learning programs are on the rise again. One reason? Remote work has decreased the sense of connection among employees. Two-thirds of remote workers report feeling isolated or lonely at least part of the time. More than half of hybrid and remote workers also report having fewer work friendships.

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We’re seeing especially strong interest in collaborative learning. This article will help you better understand collaborative learning, its benefits and how you can implement it in your organization.

What Is Collaborative Learning?

Collaborative learning is centered on employees sharing their knowledge and expertise with each other. It can take many forms. For example, if your organization has a program that pairs employees for mutual mentoring, that’s collaborative learning. Affinity groups or employee resource groups can also create opportunities for employees to learn together.

Embracing collaborative learning doesn’t mean that you solely rely on your employees’ expertise, though. For example, our New Lens® app delivers bite-sized lessons on key leadership skills and gives options for learning with a cohort. Our WOW! Program℠ also utilizes the power of collaborative learning by combining audio lessons with in-person meetings.

What Are the Benefits?

At Newberry Solutions, we’ve seen organizations that provide collaborative learning reap a number of benefits:

• First, relationships among employees get stronger, which is especially important in this new era of remote work. Even before the pandemic, I frequently advised clients to pay more attention to their peer relationships (not just relationships with their bosses or direct reports).

• Feelings of isolation decrease. Instead of feeling alone in dealing with an issue, employees feel like their challenges are shared and that they can lean on each other.

• Collaborative learning can feel more relevant. Both employees and employers are tired of training programs that fail to address what they experience at work. Whether you are using outside content (such as the New Lens® app) or not (as with an internal mentoring program), collaborative learning focuses on effective solutions for your organization,

• Learning becomes more accessible. With how busy everyone is, it can be hard to get away for a conference, offsite or other event. Collaborative learning sets the stage for what The Josh Bersin Company calls “growth in the flow of work.” This kind of learning can happen every single workday.

Put Collaborative Learning into Action

This week, I want to challenge you to look for ways to drive collaborative learning for your team. Could you put them together in small groups to share their expertise? Or perhaps you could team up with other department heads to help your teams get to know each other and learn about each other’s work. We’re also happy to tell you more about our New Lens® app or WOW! Program℠. Just reach out for more info.