Don’t launch a manager academy: Building manager enablement systems that work
Summary
After nearly two decades designing manager academies that repeatedly failed to move the needle, the author stopped and reassessed. The conclusion: static learning libraries and one-off LMS courses don’t solve the dynamic, practice-driven job of managing people. Research across 120+ managers and corroborating industry studies show training is often absent, misaligned and ineffective. Instead, the article argues for building manager enablement systems — embedded, timely, tailored support that combines live practice, clear expectations and continuous feedback.
Author style: Punchy — this is essential reading if you influence manager development or run people leaders. The piece cuts through the usual vendor-speak and points to concrete, practical alternatives.
Source
Key Points
- Traditional manager academies and static LMS libraries consistently fail to deliver measurable managerial capability.
- Research: only ~50% of managers receive formal training, just 21% get meaningful ongoing support, and 80% say training had limited impact.
- Managers learn by doing — with guidance, feedback and accountability — not by watching short videos or completing modules.
- Three high-impact elements: live, tailored learning; clear expectations of manager excellence; and continuous development across transitions.
- Build around moments that matter (new role, feedback moments, team changes) with just-in-time interventions rather than generic courses.
- Increase the quantity, quality and frequency of feedback using mechanisms from quick coaching loops to AI-enabled practice tools for crucial conversations.
- Tailor, don’t template: content must be hyper-relevant to the organisation’s context and informed by internal data (attrition, engagement, performance).
- Manager development should be designed as a business system — embedded into workflows, team rhythms and performance moments — not launched as a product.
Why should I read this?
Short version: stop wasting money on another ‘academy’ and start building something that actually changes how managers perform. If you support or lead managers, this saves you time — it gives clear alternatives (timely support, feedback loops, tailored help) you can pilot this quarter. It’s practical, not theoretical.
Context and relevance
The article aligns with a broader shift away from LMS-first strategies: major firms are cutting generic course catalogues in favour of targeted, business-linked tools. Examples cited include internal moves at Google and practices at companies like ZoomInfo, Veeam and Axonius. For L&D and talent leaders, the implication is clear — focus on embedding development into the flow of work, measure impact against manager expectations, and prioritise interventions tied to business moments rather than launching another generic programme.
Practical next steps suggested
- Map key manager transitions and design just-in-time experiences for them (onboarding, new team, performance pivots).
- Define and socialise clear expectations of manager excellence that link to performance outcomes.
- Implement frequent, low-stakes feedback loops and short coaching sprints; consider AI tools to speed practice and reflection.
- Use internal data to tailor interventions and measure impact — treat development as a system, not a one-off product.