It’s a glaring truth: Traditional training programs aren’t delivering the results organizations desperately need and haven’t for quite some time. With employee engagement stagnating and retention challenges mounting, organizations must find more effective approaches to development (and in a way that sticks).
I’m excited about the framework my company has been using to address these challenges. After almost two decades of developing high-performing leaders for Fortune 500 companies and creating the award-winning New Lens® leadership development platform, I’ve identified the three C’s of development that drive engagement and retention as employees learn: content, coaching and connection (and it’s nice to know that Harvard Publishing now agrees with us, too). This development framework has shaped New Lens’ approach to accelerating customized development at scale. So let’s take a closer look at how it works.
Content That Actually Changes Behavior
The first C—content—addresses a fundamental shift in how employees consume learning. Traditional training models built for less chaotic times fail to account for today’s reality: People have approximately 24 minutes per week for development, and those 24 minutes are typically interrupted at least three times. I can definitely relate based on what I’m seeing.
More than nine out of ten people prefer microlearning and snackable content. But effective content has other key qualities as well. It must focus on developing the right skills for a rapidly evolving workplace, be tailored to unique needs and result in actionable insights. In other words, it has to be relevant.
The key is to move away from generic content toward personalized, agile learning experiences. Rick Gomez, Vice President of Human Resources at AT&T, reinforced this during our recent New Lens webinar. “We've got to think about ways to integrate learning into their (employees’) daily tasks, into their daily routine,” he explained.
This approach recognizes that upskilling and reskilling represent ongoing necessities. The most effective organizations integrate development into the flow of work rather than treating it as a separate activity.
Coaching That Multiplies Impact
The second C—coaching—represents perhaps the most dramatic opportunity for improvement. Research from the International Coach Federation and Human Capital Institute shows that coaching can boost productivity up to 88% from just 22% when it follows traditional training.
Yet many organizations struggle to implement coaching at scale affordably and their understanding of what coaching is varies widely. As we have coached leaders, I’ve seen firsthand how coaching dramatically boosts self-awareness and helps leaders understand how their actions impact others. Beyond using external coaches, there are many other ways to embed coaching into organizational culture.
“Some of the best coaching that I got has actually been from people that have worked for me, or below me, or not even on my team,” Rick shared during the webinar.
Powerful formats like peer coaching demonstrate that meaningful development can happen through structured peer interactions alongside formal coaching relationships or coaching from a manager.
The latest data also shows that coaching also builds ethical leadership by strengthening transparency, accountability and purpose-driven decision-making. In an era where trust in leadership faces increasing scrutiny, ethical leadership is key to building followership and sustainable organizational success.
Connection in a Fragmented World
The third C—connection—has become more complex as organizational boundaries blur. Hybrid work models, distributed teams and varying physical location requirements create unprecedented challenges to building meaningful professional relationships.
Leadership capabilities focused on connection particularly matter now—specifically the ability to inspire people, influence others, demonstrate adaptability and create environments where learning flourishes. These skills become critical as traditional mentorship and apprenticeship models adapt to new working arrangements. “In-person connection does drive collaboration, and it does drive innovation,” Rick said.
However, connection extends beyond physical proximity. The most effective leaders create psychological safety and foster collaboration regardless of location. This requires intentional effort to build networks, share vulnerabilities and create forums for organic relationship building.
“The power of networking, the power of having these connections, I think is so important,” Rick emphasized. “Especially for new people that are joining companies, and they’re needing to start right out of the gate building those working relationships and those connections.”
Making the Three C’s Work Together
The magic happens when content, coaching and connection work in tandem. Well-designed programs link all three elements to tangible business outcomes, creating development experiences that drive both individual growth and organizational performance.
Through our New Lens platform and work with organizations across industries, I've seen how the integration of these three elements creates sustainable change. Our content offers valuable strategies to navigate change, build resilience, and strong relationships. The coaching—whether from managers, peers or the platform itself—helps leaders consistently show up in optimal ways. And last but not least, the connection builds the trust and psychological safety essential for success well beyond the program.
Ready to explore how New Lens® can help develop leaders at your organization? Learn more about our platform or contact us to start a conversation about your leadership development needs.
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