Program Management Examples: Mentor, Certification, Skills, Leadership, Onboarding Programs

Lesson #15 - Keep the Right Doors Open Fred McMair was my mentor during the Engineering Leadership Development Program and the first formal mentor I met with regularly. From our very first conversation, it was clear he approached careers and leadership differently than anyone I had worked with before. There was one piece of advice has stayed with me more than anything else. Instead of viewing career moves as “what does this open for me,” Fred encouraged me to ask a different question: Does this move keep the right doors open? Early in a career, options are nearly endless. As time goes on, they naturally narrow. Every role you take quietly closes some doors, whether you intend it to or not. Leadership, even over your own career, requires being intentional about which doors you’re willing to close and which ones you’re not. That perspective reshaped how I think about my path. I’ve always felt a pull between people leadership and program management. I enjoy the technical side of engineering, but my passion has always centered on people and culture. Because of that, I’ve been intentional about staying technical long enough to preserve flexibility. Leaving that space too early would make it difficult to return, and that was a door I wasn’t ready to close. Fred’s advice flipped career planning on its head for me. Instead of locking myself into a rigid path, I’ve focused on staying agile, delaying irreversible decisions, and being thoughtful about timing. It’s a leadership lesson I still come back to often. Not every decision needs to maximize short-term opportunity. Sometimes the most important thing is simply keeping the right doors open.

The Three Pillars of a Confident Manager New managers don't usually have a "will" gap—they have a "skills" gap. When I work with new managers in recruitment, the goal isn't just telling them what to do; it’s giving them the tools to perform confidently. I focus on three essential skills every new leader needs to master for Q2: ☑️ Accurate Diagnostics: Understanding both the strengths and the gaps within their team. ☑️ Individual Coaching: Adapting their style to each consultant rather than expecting a "mini-me". ☑️ Embedding Learning: Turning knowledge into measurable, daily results. ☑️ Investing in these skills creates an empowered leadership culture that benefits the entire business. Academic Insight: The 70-20-10 Model for Learning and Development suggests that individuals obtain 70% of their knowledge from job-related experiences. This is why "embedding" learning into the daily workflow is more effective than a one-off classroom session. #LeadershipDevelopment #RecruitmentTraining #PeopleStrategy #HighPerformance

L&D teams struggle with one thing: proving manager training actually works. "We can't measure ROI on leadership development." I hear this in many conversations. Here's what changed for our last cohort: We built shared metrics upfront. Before the 90-day program: • Baseline 1-on-1 completion rates • Team velocity scores • IC retention risk flags After 90 days: • 1-on-1s went from 40% to 92% • Sprint velocity up 23% • Zero at-risk ICs left The difference wasn't the content. It was agreeing on what "manager-ready" meant before we started. When you measure the same things leadership cares about, ROI stops being a question. It becomes a report card. Planning Q2 pilot cohorts now for studios and tech teams. DM SPRINT if you want the metrics framework.

Whether you're an emerging leader, newly promoted supervisor, or seasoned manager, this session breaks down how each certificate level builds the Executive Core Qualifications (ECQs) and strengthens the skills federal employees rely on every day—decision‑making, change management, team leadership, and leveraging technology. If you're looking to accelerate your development and better support your agency’s mission, this is a great place to start. 📅 Live Online | March 3, 12–1 PM ET 💼 Free registration

(PDP)- Professional Development Plan Growth doesn’t occur by chance but by design. A Professional Development Plan (PDP) is an effective tool that empowers an individual to manage their own career by: * Identifying current skills & strengths * Defining short-term and long-term career objectives * Developing action plans (training, guidance, and projects) * Establishing a timeline and success criteria As project managers & leaders, managing team performance is more than just managing tasks; it also involves facilitating the team’s professional development. A properly developed PDP not only enhances individual performance but also enhances overall team performance and organizational success. Take a moment to go through the cheat sheet & ask yourself: -Do you have a development plan for this year? #ProfessionalDevelopment #PDP #ProjectManagement #Leadership #CareerGrowth #TeamPerformance #MSPM

Attend one of ATD’s newest courses “Managing In Talent Development” on May 15,16, & 17th in Los Angeles to enhance your skills as a new manager/leader! Have you recently assumed a management position for the first time? The transition from individual contributor to talent development manager presents numerous challenges, introducing new responsibilities and expectations. This certificate program has been carefully developed for emerging talent development managers, providing essential knowledge and practical skills to facilitate a successful transition. You will gain proficiency in core managerial competencies, including task delegation, team dynamics management, performance optimization, and strategic goal setting—applying these abilities within real-world talent development contexts. As you navigate the intricacies of leadership in talent development, you will acquire insights and tools vital for advancing your own performance, as well as that of your team and organization. Upon completion of the program, you will be prepared to confidently address the demands of a talent development management role and contribute meaningfully to organizational objectives. Please visit ATD at td.org to register for this engaging introductory leadership course.

Development conversations shouldn’t only happen at annual review time. In growing businesses, capability needs to evolve alongside ambition. But too often, development discussions are either vague, rushed or disconnected from real opportunity. Effective development conversations are forward-looking. They link individual strengths and aspirations with future organisational needs. They create clarity, build confidence and reduce succession risk over time. We’ve created a practical guide to help managers approach development conversations with structure and purpose, not as a formality, but as a meaningful leadership responsibility. 📥 Download the Personal Development Conversation Guide for Managers here: https://shorturl.at/WtWBd 💡When was the last time development was discussed outside of a performance review?

Over the next six weeks, I’ll be sharing a behind-the-scenes look at several initiatives that have shaped professional development within our Transportation & Parking department at UNC. As the Training Specialist supporting our team, my focus has been simple: create structured, practical learning experiences that strengthen people, processes, and performance.   Here’s a snapshot of the impact this year: * 18 employees engaged in our inaugural Mentoring Program (9 mentor-mentee pairs, 100% match rate) * 11 team members completed foundational technology upskilling through a redesigned Computer Fundamentals course * 2 customized leadership development tracks created, one for individual contributors and one for supervisors/managers * Department-wide ordinance review initiativelaunched with bi-weekly working sessions to meet a March 2026 deadline * Ongoing strategic planning engagement through quarterly facilitation and action tracking   These initiatives were designed specifically for our department, aligned with operational needs, employee feedback, and long-term talent development goals.   Over the next several weeks, I’ll highlight each initiative individually:
 * Launching and managing our first Mentoring Program * Expanding leadership development beyond titles * Strengthening management capability * Building digital confidence and foundational skills * Leading structured process improvement * Reinforcing a culture of recognition and engagement   Professional development is most effective when it is intentional, measurable, and people-centered. I’m looking forward to sharing what we’ve built, and what we’ve learned along the way. #ImpactSeries #LeadershipDevelopment #TalentDevelopment #ProgramManagement #OrganizationalGrowth #WorkplaceLearning

March Leadership Series: The Power of Training and Being Available One of the most underrated leadership skills is simply being available. Not just for approvals. Not just for status updates. But for real training, guidance, and hands on support. In project management, and honestly, in any fast paced environment, team members often don’t know what they don’t know. New processes, new systems, new expectations… it’s a lot. And no amount of documentation replaces a leader who’s willing to sit down beside them and walk through it. Some of my most meaningful leadership moments haven’t happened in conference rooms or during presentations. They’ve happened at someone’s desk ,talking through a new procedure, breaking down a complex task, or helping them understand the “why” behind what we do. That one‑on‑one time builds confidence. It builds trust. And it builds stronger projects. When leaders make training a priority, teams stop guessing and start growing. When we stay accessible, people feel safe asking questions. And when we invest in our team’s knowledge, we’re really investing in the success of every project that follows. Great project outcomes don’t happen by accident, they happen because leaders take the time to teach, guide, and support. If we want strong teams, we have to be strong mentors. And sometimes, that starts with pulling up a chair and saying, “Let’s walk through this together.” #LeadershipDevelopment, #PeopleFirstLeadership, #LeadByExample, #ProjectManagement, #ProfessionalGrowth, #EmpoweredTeams #LearningMindset, #LeadershipSeries, #WorkplaceCulture

You're only as good as your last project? Yes and no. Business realities mean many companies operate reactively and are often left scrambling for certified personnel when they secure a large contract. The more strategic and sustainable model is to build a talent pipeline. That means: • Identifying future technical leaders early • Structuring mentorship between senior and junior professionals • Scheduling training during quieter operational periods • Aligning development plans with forecasted market demand Are you building long-term technical capability, or just responding to short-term demand? We'd like to help you get a grip on your training and certification for now...and for the future e-mail info@saiw.co.za #SustainableSkills #PlanningforGrowth #ProcessandProcedure