How I Lead Learning Teams
I lead learning teams using a servant leadership approach, focusing on removing obstacles, providing clarity, and creating the conditions for designers to do their best work. In my current role, I manage a distributed team of four full-time instructional designers and six part-time contractors, and in previous roles, I’ve led teams of up to ten full-time designers. I prioritize trust, transparency, and shared accountability, while setting clear expectations around scope, timelines, and quality.
​
I use project management tools such as Monday.com to assign work, coordinate peer reviews, and track progress. I conduct lead reviews to ensure alignment with client goals and instructional intent, and I manage all client-facing reviews—translating feedback into clear, actionable guidance that supports growth rather than discouragement. I also onboard new instructional designers, helping them quickly understand expectations, processes, and team norms so they can contribute with confidence.
Servant Leadership
in Practice
My leadership style centers on supporting the people doing the work. I focus on understanding individual strengths, workloads, and challenges, and I adapt my approach to meet team members where they are. This includes advocating for realistic timelines, clarifying ambiguous requirements, and shielding the team from unnecessary churn so they can stay focused on quality delivery.
​I view feedback as a coaching tool, not a corrective one. By approaching conversations with empathy and curiosity, I help designers refine their work while building confidence and ownership. This servant leadership mindset has helped me build teams that communicate openly, collaborate effectively, and take pride in
shared outcomes.
Decision-Making & Ownership
I own most instructional and design decisions in close collaboration with clients and subject matter experts. I escalate to senior project leadership only when scope, timelines, or resourcing are at risk. This balance allows teams to move efficiently while maintaining alignment at the program level.
​I’ve worked with my teams to develop shared standards, playbooks, and templates that reduce rework and increase consistency. These tools provide structure without limiting creativity and support smoother onboarding and cross-team collaboration.
Partnering with Stakeholders & SMEs
I frequently work with diverse stakeholders, including clients, SMEs, and internal leadership. One recurring challenge is navigating leadership enthusiasm for emerging technologies while ensuring solutions align with real client and learner needs.
​
​I rely heavily on interpersonal skills and emotional intelligence to build trust—especially with skeptical or opinionated stakeholders. I listen carefully to concerns, ask clarifying questions, and acknowledge competing priorities before proposing solutions. Depending on the context, I use a mix of live conversations and asynchronous review to respect stakeholder preferences and encourage thoughtful input.
Project & Delivery Strategy
I approach learning initiatives with a strong project management mindset and a belief that most project risks can be mitigated through thoughtful planning. I prioritize early alignment on scope, success criteria, roles, and timelines, and I use tools such as Jira and Monday.com daily to manage workflows and surface risks before
they escalate.
​
​By combining structured planning with flexibility and open communication, I help teams adapt to change without losing momentum or clarity.
Quality, Measurement & Continuous Improvement
I believe quality emerges from clear standards, consistent review practices, and psychologically safe communication. I track completion metrics and delivery consistency while also valuing qualitative feedback from clients and team members.
​
​I encourage teams to challenge existing processes when better approaches exist, while remaining intentional about change. Continuous improvement, in my view, requires both curiosity
and discipline.
Leadership Values
My leadership philosophy centers on collaboration, adaptability, and shared ownership. The most effective teams I’ve worked with communicate openly, embrace thoughtful improvement, and support one another in achieving shared goals.
​
​I prioritize proactive planning and clear expectations, recognizing that alignment and structure are critical to successful outcomes. When teams have clarity and trust, they’re better positioned to navigate change and deliver high-impact results.