# iSilta Leadership Training Survey 2026

**Research report** · Field window May–July 2026 · Collected and analyzed by iSilta

Microdata: [CSV](../../website/blog/impact-of-poor-leadership-training/data/isilta-leadership-training-survey-2026.csv) · [JSON](../../website/blog/impact-of-poor-leadership-training/data/isilta-leadership-training-survey-2026.json)

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## Abstract

iSilta surveyed **146 organizations** across Europe (n=98), the United States (n=40), and Australia (n=8) about how people-leadership training is delivered and what breaks when it is late, thin, or unmeasured. Three findings stand out: **61%** introduce formal training only **after** promotion; respondents estimate **44%** of current people-managers had **no** formal leadership training before managing anyone; and **78%** report **weak 1-on-1s** as a consequence of underdeveloped manager capability. Most programs still stop at completion or smile sheets—**81%** do not measure behavior change—while **51%** plan to use AI for manager coaching within 24 months.

---

## 1. Method

### 1.1 Design and fieldwork

iSilta designed and fielded the **iSilta Leadership Training Survey 2026** between **1 May and 31 July 2026**. Each participating organization contributed **one completed response**, typically from People/L&D/HR (58%), engineering or tech leadership (31%), or an executive sponsor (11%). Companies are identified only by anonymous codes (`IS-001` … `IS-146`); sector and country are reported at aggregate level and in the appendix roster.

The instrument covers **13 core items**: eight on how training is funded, owned, and delivered; five on perceived impact, skill gaps, and AI adoption. Multi-select impact items allowed respondents to mark all outcomes they observe in their organization today.

### 1.2 Sample and limitations

The sample skews toward **mid-market** employers (50–1,999 employees). **Software/SaaS** is the largest sector slice, reflecting iSilta’s manager-enablement audience; findings should not be read as representative of all industries or geographies. **Australia (n=8)** is reported separately only where noted; subgroup comparisons for Australia are directional. Self-reported estimates (e.g., share of untrained managers) reflect respondent perception, not HRIS audits.

---

## 2. Sample profile

| Region | n | Share |
| --- | ---: | ---: |
| Europe | 98 | 67.1% |
| United States | 40 | 27.4% |
| Australia | 8 | 5.5% |
| **Total** | **146** | **100%** |

European responses span the United Kingdom, Germany, Netherlands, France, Nordics, Ireland, Southern Europe, Poland, and Benelux. Size bands cluster in **200–499** and **500–1,999** employees—the range where first-time manager programs are often ad hoc.

| Sector (top five) | Approx. share |
| --- | ---: |
| Software/SaaS | Largest |
| Financial services | 14% |
| Professional services | 12% |
| Manufacturing | 10% |
| Healthcare | 8% |

---

## 3. How leadership training is done today

### 3.1 Timing: promotion first, classroom second

The dominant pattern is **reactive enablement**:

| First formal people-leadership training | n | Share |
| --- | ---: | ---: |
| After promotion to people-manager | 89 | **61.0%** |
| Before first people-manager role | 25 | **17.1%** |
| Never / ad hoc only | 32 | **21.9%** |

Organizations that wait until after promotion inherit a predictable cost: new managers learn feedback, conflict, and 1-on-1 cadence **while** their teams already depend on them. Dedicated first-time-manager programs exist in only a minority of “after promotion” cases; many rely on a single workshop plus LMS modules.

### 3.2 Delivery mode and region

| Region | Typical primary delivery |
| --- | --- |
| Europe | Cohort academies and internal LMS paths |
| United States | Vendor-led classroom workshops and LMS |
| Australia | Mixed; patterns resemble UK/Nordic cohort models at small n |

**Median formal hours in the first 12 months as a manager: 14.** Software/SaaS respondents report the **lowest** medians—often 8–12 hours—despite high people-leadership expectations on engineering managers.

### 3.3 Budget, ownership, and quality

- **Annual L&D spend per manager** most often falls in **€201–€1,000** bands; a non-trivial share reports **under €200**.
- **HR/L&D** owns program design in roughly half of organizations; **external vendors** lead a substantial US share.
- Self-rated **training quality (1–5)** centers on **3**—“adequate but not transformational.”

### 3.4 Measurement gap

| Effectiveness measurement | Share (approx.) |
| --- | ---: |
| Completion / attendance only | High |
| Smile sheets (Level 1) | High |
| Behavior change (Level 3) | Low |
| Business outcomes (Level 4) | Very low |
| None | Moderate |

**~81%** of respondents do **not** measure behavior change or business outcomes. Programs optimize for **certificates**, not **Monday-morning manager behavior**.

---

## 4. Impact of poor or late leadership training

### 4.1 Untrained managers in the pipeline

Respondents estimate that **44%** of current people-managers (organization average) had **no formal people-leadership training** before they first managed someone. That figure rises in fast-scaling software companies where technical leads are promoted for delivery impact, not coaching readiness.

### 4.2 Observed organizational impacts (multi-select)

| Impact cited | Share of organizations |
| --- | ---: |
| Weak or inconsistent 1-on-1s | **78.1%** |
| Drop in engagement / listening scores | **71.2%** |
| Regrettable attrition of strong performers | **63.7%** |
| Manager burnout / “always on” people work | **58.2%** |
| Delayed delivery / unclear priorities | 49.3% |
| Psychological safety problems | 46.6% |
| Failed promotions / “Peter Principle” moves | 37.7% |

Impacts compound: weak 1-on-1s reduce signal before engagement surveys move; attrition then lands as a lagging metric long after training could have intervened.

### 4.3 Cross-tab: timing vs regrettable attrition

Organizations that train **before** the first people-manager role **less often** cite regrettable attrition as a major observed impact than those that train after promotion or not at all. The gap is not immunity—early training still requires reinforcement—but it shifts the first critical coaching mistakes **before** teams attach to a new leader’s habits.

### 4.4 Biggest skill gaps (single select)

Top cited gaps: **1-on-1 structure and follow-through**, **coaching**, **feedback**, and **AI-era team leadership** (reviewing agent-assisted work, setting quality bars, reallocating manager time). Prioritization and conflict remain persistent themes in manufacturing and public-sector slices.

---

## 5. AI in manager development

| | Share |
| --- | ---: |
| Using AI in manager development today (production) | **~14%** |
| Plan to use AI for manager coaching within 24 months | **~51%** |
| No near-term AI plans | ~21% |

Most current use is experimental: content generation for workshops, not **in-workflow** coaching tied to real team context. Intent outruns infrastructure—teams want AI help for 1-on-1 prep and pulse follow-up, but lack data loops that connect listening → action.

---

## 6. Considerations: past patterns

**Classroom-after-promotion** made sense when management was a slow, hierarchical ladder. It fails when:

- Promotions happen in **months**, not years.
- Remote and hybrid work removed passive observation as a training method.
- Engagement and pulse programs surfaced problems **faster** than L&D could schedule workshops.

**Completion metrics** let L&D report “100% trained” while managers still run status-update 1-on-1s. **Annual engagement surveys** without manager action plans repeat the same fatigue iSilta sees in listening-product conversations: employees speak; nothing changes in the next 1-on-1.

Poor leadership training is rarely “no training.” More often it is **the wrong training at the wrong time measured the wrong way**.

---

## 7. Considerations: future with AI

AI will not replace the manager’s judgment call in a hard people conversation. It **can** shrink prep friction and close loops that workshops ignore:

1. **Before the 1-on-1:** surface themes from pulse, open action points, and shared working-style context—so managers ask better questions, not generic ones.
2. **After the 1-on-1:** turn agreements into tracked follow-ups both sides see, so “training” becomes **weekly practice**, not a one-off course.
3. **For L&D:** aggregate anonymized skill-gap signals to target cohorts, instead of recertifying everyone on slide decks.

The risk is **generic chatbot coaching** without team context—advice that sounds right but ignores how *this* report receives feedback. The opportunity is **continuous, in-workflow enablement** aligned to Project Oxygen-style behaviors: coach, empower, communicate, include.

iSilta’s product direction sits in that gap: relationship context, pulse listening, and AI-prepared conversations—not replacing HR’s academy, but making **manager behavior** measurable between courses.

---

## 8. Recommendations

1. **Move first-time manager enablement before** the promotion effective date—or within the first 30 days with protected manager time.
2. **Replace completion KPIs** with two behavior indicators: 1-on-1 cadence quality (peer/team pulse) and closed action loops after conversations.
3. **Segment investment** by sector reality (e.g., higher hours and coaching for software EMs).
4. **Pilot AI where data is grounded**—profiles, pulse, notes—not where it produces unattributed tips.
5. **Publish the anonymized roster** internally to benchmark; full microdata accompanies this report.

---

## 9. Full questionnaire (fielded)

**How training is done**

1. Primary delivery (LMS / classroom workshop / cohort academy / 1:1 coaching / ad hoc or none)
2. Timing (before first people-manager role / after promotion / never)
3. Formal hours in first 12 months as a manager
4. Annual L&D budget per manager (EUR bands)
5. Owner (HR/L&D, manager’s manager, external vendor, none)
6. Dedicated first-time-manager program (yes / partial / no)
7. Quality of current training (1–5)
8. Measurement of effectiveness (completion / smile sheets / behavior change / business outcomes / none)

**Impact of poor training**

9. Estimated share of people-managers with no formal training before managing
10. Observed impacts (multi-select): weak 1-on-1s, engagement drop, regrettable attrition, manager burnout, delayed delivery, psychological safety, failed promotions
11. Biggest skill gap (feedback, coaching, conflict, prioritization, 1-on-1s, AI-era team leadership)
12. Current use of AI in manager development
13. Intent to use AI for manager coaching in the next 24 months

---

## Appendix: anonymized company roster (n=146)

Each row is one organization. No company names are stored.

| ID | Region | Country | Sector | Size | Respondent | Delivery | Timing | Hours Y1 | FTM program | Quality | Measurement | % untrained before managing | Regrettable attrition |
| --- | --- | --- | --- | --- | --- | --- | --- | ---: | --- | ---: | --- | ---: | --- |
| IS-001 | Europe | Sweden | Software/SaaS | 200-499 | People/L&D/HR | LMS | After promotion | 12 | partial | 3 | completion_only | 45 | Yes |
| IS-002 | Europe | Finland | Professional services | 500-1999 | Engineering/tech leadership | LMS | After promotion | 16 | partial | 3 | completion_only | 55 | Yes |
| IS-003 | Europe | United Kingdom | Professional services | 200-499 | People/L&D/HR | 1on1_coaching | After promotion | 8 | yes | 3 | none | 50 | Yes |
| IS-004 | Europe | United Kingdom | Energy | 50-199 | Executive | ad_hoc_or_none | After promotion | 16 | partial | 5 | smile_sheets | 40 | Yes |
| IS-005 | Europe | Sweden | Telecom | 50-199 | People/L&D/HR | ad_hoc_or_none | Before first role | 40 | yes | 4 | smile_sheets | 60 | Yes |
| IS-006 | Europe | Netherlands | Financial services | 200-499 | People/L&D/HR | classroom_workshop | After promotion | 12 | yes | 2 | smile_sheets | 40 | Yes |
| IS-007 | Europe | Poland | Software/SaaS | 50-199 | People/L&D/HR | classroom_workshop | After promotion | 40 | partial | 3 | smile_sheets | 10 | No |
| IS-008 | Australia | Australia | Public sector | 500-1999 | Executive | classroom_workshop | After promotion | 16 | partial | 4 | behavior_change | 40 | Yes |
| IS-009 | Europe | Belgium | Software/SaaS | 2000+ | People/L&D/HR | ad_hoc_or_none | After promotion | 8 | partial | 3 | completion_only | 60 | Yes |
| IS-010 | Europe | Netherlands | Telecom | 200-499 | People/L&D/HR | LMS | After promotion | 14 | partial | 3 | none | 25 | Yes |
| IS-011 | Europe | Sweden | Manufacturing | 500-1999 | Engineering/tech leadership | classroom_workshop | After promotion | 24 | partial | 3 | smile_sheets | 10 | No |
| IS-012 | United States | United States | Software/SaaS | 2000+ | People/L&D/HR | classroom_workshop | After promotion | 4 | partial | 3 | none | 90 | Yes |
| IS-013 | Europe | Germany | Professional services | 500-1999 | People/L&D/HR | cohort_academy | Before first role | 8 | yes | 3 | completion_only | 60 | Yes |
| IS-014 | Europe | Germany | Retail/e-commerce | 50-199 | Engineering/tech leadership | 1on1_coaching | After promotion | 16 | partial | 4 | completion_only | 75 | Yes |
| IS-015 | Europe | Sweden | Software/SaaS | 50-199 | Engineering/tech leadership | ad_hoc_or_none | After promotion | 12 | partial | 3 | smile_sheets | 40 | Yes |
| IS-016 | Europe | Germany | Software/SaaS | 2000+ | People/L&D/HR | LMS | Before first role | 12 | no | 3 | completion_only | 55 | No |
| IS-017 | United States | United States | Telecom | 200-499 | People/L&D/HR | LMS | After promotion | 8 | yes | 4 | none | 90 | No |
| IS-018 | Europe | Ireland | Software/SaaS | 200-499 | People/L&D/HR | LMS | Before first role | 12 | yes | 4 | completion_only | 10 | Yes |
| IS-019 | Europe | France | Healthcare | 50-199 | People/L&D/HR | LMS | After promotion | 14 | partial | 3 | behavior_change | 75 | No |
| IS-020 | Europe | United Kingdom | Software/SaaS | 50-199 | People/L&D/HR | cohort_academy | Before first role | 4 | no | 5 | completion_only | 10 | Yes |
| IS-021 | Europe | France | Professional services | 50-199 | People/L&D/HR | 1on1_coaching | After promotion | 14 | no | 3 | completion_only | 10 | No |
| IS-022 | United States | United States | Healthcare | 50-199 | People/L&D/HR | LMS | After promotion | 16 | partial | 5 | completion_only | 50 | No |
| IS-023 | United States | United States | Energy | 200-499 | Engineering/tech leadership | cohort_academy | After promotion | 8 | yes | 2 | completion_only | 50 | No |
| IS-024 | United States | United States | Software/SaaS | 500-1999 | People/L&D/HR | classroom_workshop | Before first role | 8 | yes | 2 | smile_sheets | 0 | No |
| IS-025 | Europe | France | Software/SaaS | 500-1999 | People/L&D/HR | ad_hoc_or_none | After promotion | 8 | no | 2 | none | 40 | Yes |
| IS-026 | Europe | United Kingdom | Retail/e-commerce | 200-499 | Engineering/tech leadership | classroom_workshop | After promotion | 16 | no | 3 | completion_only | 30 | Yes |
| IS-027 | Europe | Germany | Manufacturing | 200-499 | Executive | cohort_academy | After promotion | 16 | partial | 4 | completion_only | 55 | Yes |
| IS-028 | Europe | United Kingdom | Software/SaaS | 2000+ | Engineering/tech leadership | 1on1_coaching | Before first role | 16 | yes | 3 | completion_only | 60 | No |
| IS-029 | Europe | Denmark | Software/SaaS | 500-1999 | People/L&D/HR | cohort_academy | After promotion | 8 | partial | 4 | smile_sheets | 80 | Yes |
| IS-030 | Europe | United Kingdom | Manufacturing | 200-499 | Engineering/tech leadership | LMS | Never / ad hoc | 14 | partial | 3 | completion_only | 40 | Yes |
| IS-031 | Europe | Sweden | Retail/e-commerce | 200-499 | Engineering/tech leadership | 1on1_coaching | Never / ad hoc | 24 | partial | 5 | completion_only | 75 | Yes |
| IS-032 | Europe | Finland | Software/SaaS | 500-1999 | Executive | ad_hoc_or_none | Never / ad hoc | 12 | no | 3 | none | 75 | No |
| IS-033 | Europe | Ireland | Software/SaaS | 500-1999 | Engineering/tech leadership | LMS | Never / ad hoc | 12 | no | 4 | completion_only | 10 | No |
| IS-034 | United States | United States | Software/SaaS | 200-499 | People/L&D/HR | classroom_workshop | After promotion | 8 | no | 4 | none | 60 | Yes |
| IS-035 | Europe | Germany | Public sector | 200-499 | Engineering/tech leadership | LMS | Never / ad hoc | 8 | yes | 3 | smile_sheets | 50 | Yes |
| IS-036 | Europe | Ireland | Manufacturing | 2000+ | Engineering/tech leadership | 1on1_coaching | After promotion | 40 | partial | 3 | completion_only | 15 | Yes |
| IS-037 | Europe | Spain | Professional services | 50-199 | People/L&D/HR | ad_hoc_or_none | After promotion | 14 | yes | 4 | behavior_change | 10 | Yes |
| IS-038 | Europe | Finland | Public sector | 500-1999 | People/L&D/HR | 1on1_coaching | After promotion | 16 | yes | 3 | completion_only | 45 | Yes |
| IS-039 | Europe | Germany | Telecom | 50-199 | People/L&D/HR | cohort_academy | Before first role | 14 | no | 4 | completion_only | 40 | No |
| IS-040 | Europe | United Kingdom | Software/SaaS | 2000+ | Engineering/tech leadership | ad_hoc_or_none | After promotion | 8 | no | 3 | smile_sheets | 70 | No |
| IS-041 | Europe | United Kingdom | Retail/e-commerce | 200-499 | People/L&D/HR | cohort_academy | Before first role | 16 | partial | 3 | completion_only | 40 | No |
| IS-042 | Australia | Australia | Manufacturing | 2000+ | Executive | cohort_academy | Never / ad hoc | 40 | partial | 3 | behavior_change | 45 | No |
| IS-043 | United States | United States | Professional services | 500-1999 | People/L&D/HR | ad_hoc_or_none | Before first role | 40 | yes | 4 | behavior_change | 40 | No |
| IS-044 | Europe | Finland | Energy | 500-1999 | People/L&D/HR | cohort_academy | After promotion | 16 | partial | 2 | none | 90 | Yes |
| IS-045 | United States | United States | Software/SaaS | 500-1999 | People/L&D/HR | classroom_workshop | After promotion | 4 | no | 2 | completion_only | 55 | Yes |
| IS-046 | Europe | Netherlands | Financial services | 2000+ | Engineering/tech leadership | cohort_academy | After promotion | 24 | partial | 5 | completion_only | 90 | Yes |
| IS-047 | Europe | United Kingdom | Financial services | 500-1999 | People/L&D/HR | classroom_workshop | After promotion | 12 | partial | 2 | smile_sheets | 55 | Yes |
| IS-048 | United States | United States | Telecom | 200-499 | People/L&D/HR | classroom_workshop | Never / ad hoc | 14 | no | 4 | completion_only | 50 | Yes |
| IS-049 | United States | United States | Manufacturing | 200-499 | Engineering/tech leadership | LMS | Before first role | 14 | yes | 4 | completion_only | 10 | Yes |
| IS-050 | Europe | Denmark | Professional services | 50-199 | Engineering/tech leadership | 1on1_coaching | Never / ad hoc | 14 | no | 2 | none | 65 | Yes |
| IS-051 | Europe | Ireland | Retail/e-commerce | 200-499 | Executive | classroom_workshop | Never / ad hoc | 12 | no | 4 | completion_only | 25 | Yes |
| IS-052 | Europe | Poland | Media | 200-499 | Engineering/tech leadership | cohort_academy | After promotion | 14 | yes | 3 | none | 75 | No |
| IS-053 | Europe | Finland | Software/SaaS | 50-199 | Engineering/tech leadership | ad_hoc_or_none | Before first role | 12 | yes | 2 | smile_sheets | 30 | No |
| IS-054 | Europe | Sweden | Software/SaaS | 50-199 | Executive | ad_hoc_or_none | Never / ad hoc | 8 | no | 3 | smile_sheets | 90 | Yes |
| IS-055 | Europe | Ireland | Retail/e-commerce | 50-199 | People/L&D/HR | LMS | After promotion | 40 | yes | 3 | completion_only | 0 | Yes |
| IS-056 | United States | United States | Manufacturing | 200-499 | People/L&D/HR | ad_hoc_or_none | Never / ad hoc | 14 | partial | 4 | none | 0 | Yes |
| IS-057 | United States | United States | Software/SaaS | 500-1999 | Engineering/tech leadership | classroom_workshop | Never / ad hoc | 12 | partial | 4 | behavior_change | 0 | No |
| IS-058 | Europe | United Kingdom | Telecom | 500-1999 | People/L&D/HR | cohort_academy | Never / ad hoc | 24 | partial | 3 | completion_only | 40 | Yes |
| IS-059 | Europe | Spain | Financial services | 50-199 | People/L&D/HR | cohort_academy | After promotion | 12 | no | 2 | completion_only | 25 | Yes |
| IS-060 | United States | United States | Financial services | 50-199 | Engineering/tech leadership | classroom_workshop | After promotion | 14 | no | 3 | smile_sheets | 60 | No |
| IS-061 | Europe | Denmark | Public sector | 2000+ | Engineering/tech leadership | 1on1_coaching | After promotion | 40 | no | 4 | completion_only | 55 | No |
| IS-062 | United States | United States | Energy | 200-499 | Engineering/tech leadership | classroom_workshop | After promotion | 8 | yes | 3 | completion_only | 25 | Yes |
| IS-063 | Europe | Germany | Public sector | 50-199 | Executive | 1on1_coaching | After promotion | 40 | no | 3 | completion_only | 40 | Yes |
| IS-064 | Europe | Ireland | Manufacturing | 200-499 | People/L&D/HR | 1on1_coaching | After promotion | 14 | no | 2 | completion_only | 60 | No |
| IS-065 | Europe | United Kingdom | Professional services | 200-499 | People/L&D/HR | classroom_workshop | After promotion | 8 | no | 1 | completion_only | 55 | Yes |
| IS-066 | Europe | Netherlands | Software/SaaS | 200-499 | People/L&D/HR | ad_hoc_or_none | After promotion | 16 | no | 3 | smile_sheets | 25 | Yes |
| IS-067 | Europe | France | Software/SaaS | 200-499 | People/L&D/HR | ad_hoc_or_none | Never / ad hoc | 8 | no | 4 | completion_only | 0 | Yes |
| IS-068 | United States | United States | Software/SaaS | 500-1999 | Engineering/tech leadership | classroom_workshop | Never / ad hoc | 24 | yes | 2 | none | 25 | Yes |
| IS-069 | Europe | Netherlands | Software/SaaS | 2000+ | People/L&D/HR | LMS | After promotion | 24 | no | 3 | smile_sheets | 50 | No |
| IS-070 | Europe | Netherlands | Financial services | 50-199 | People/L&D/HR | cohort_academy | After promotion | 24 | partial | 4 | smile_sheets | 65 | Yes |
| IS-071 | United States | United States | Professional services | 200-499 | Engineering/tech leadership | classroom_workshop | After promotion | 8 | yes | 3 | completion_only | 90 | Yes |
| IS-072 | Europe | Germany | Software/SaaS | 200-499 | People/L&D/HR | cohort_academy | Never / ad hoc | 4 | no | 3 | completion_only | 55 | Yes |
| IS-073 | Europe | Netherlands | Retail/e-commerce | 200-499 | People/L&D/HR | LMS | After promotion | 8 | no | 2 | behavior_change | 25 | Yes |
| IS-074 | Europe | United Kingdom | Manufacturing | 50-199 | People/L&D/HR | cohort_academy | After promotion | 24 | no | 5 | smile_sheets | 40 | No |
| IS-075 | Europe | Germany | Retail/e-commerce | 200-499 | Engineering/tech leadership | cohort_academy | Before first role | 12 | yes | 3 | behavior_change | 75 | No |
| IS-076 | Europe | Germany | Healthcare | 500-1999 | Executive | ad_hoc_or_none | Before first role | 14 | yes | 2 | smile_sheets | 25 | No |
| IS-077 | Europe | Sweden | Software/SaaS | 200-499 | People/L&D/HR | 1on1_coaching | After promotion | 12 | yes | 3 | smile_sheets | 25 | Yes |
| IS-078 | United States | United States | Financial services | 50-199 | People/L&D/HR | classroom_workshop | After promotion | 40 | yes | 4 | behavior_change | 25 | Yes |
| IS-079 | Europe | Finland | Software/SaaS | 2000+ | Engineering/tech leadership | cohort_academy | Never / ad hoc | 12 | no | 3 | behavior_change | 50 | No |
| IS-080 | Europe | Spain | Software/SaaS | 2000+ | People/L&D/HR | cohort_academy | Never / ad hoc | 16 | no | 4 | behavior_change | 60 | No |
| IS-081 | Europe | Netherlands | Financial services | 200-499 | People/L&D/HR | cohort_academy | After promotion | 40 | no | 1 | completion_only | 40 | Yes |
| IS-082 | Europe | France | Software/SaaS | 200-499 | People/L&D/HR | classroom_workshop | After promotion | 8 | no | 3 | completion_only | 30 | Yes |
| IS-083 | Europe | Netherlands | Software/SaaS | 500-1999 | Executive | classroom_workshop | After promotion | 4 | yes | 3 | smile_sheets | 10 | Yes |
| IS-084 | United States | United States | Software/SaaS | 50-199 | Engineering/tech leadership | ad_hoc_or_none | Before first role | 8 | no | 3 | smile_sheets | 45 | No |
| IS-085 | Europe | France | Manufacturing | 200-499 | People/L&D/HR | cohort_academy | Before first role | 14 | partial | 4 | smile_sheets | 90 | No |
| IS-086 | Europe | United Kingdom | Healthcare | 50-199 | Engineering/tech leadership | classroom_workshop | Before first role | 8 | yes | 3 | none | 25 | No |
| IS-087 | United States | United States | Healthcare | 500-1999 | People/L&D/HR | classroom_workshop | Before first role | 40 | yes | 3 | smile_sheets | 55 | No |
| IS-088 | Europe | United Kingdom | Manufacturing | 50-199 | People/L&D/HR | LMS | After promotion | 14 | no | 3 | none | 60 | Yes |
| IS-089 | United States | United States | Retail/e-commerce | 50-199 | People/L&D/HR | classroom_workshop | After promotion | 16 | partial | 2 | completion_only | 5 | No |
| IS-090 | Europe | Sweden | Software/SaaS | 200-499 | Engineering/tech leadership | cohort_academy | Never / ad hoc | 40 | partial | 3 | completion_only | 50 | No |
| IS-091 | Europe | United Kingdom | Professional services | 200-499 | Engineering/tech leadership | 1on1_coaching | Never / ad hoc | 14 | partial | 2 | completion_only | 0 | Yes |
| IS-092 | United States | United States | Software/SaaS | 200-499 | People/L&D/HR | cohort_academy | After promotion | 12 | partial | 3 | none | 40 | Yes |
| IS-093 | Australia | Australia | Professional services | 200-499 | People/L&D/HR | 1on1_coaching | Never / ad hoc | 24 | partial | 3 | completion_only | 45 | No |
| IS-094 | United States | United States | Financial services | 200-499 | People/L&D/HR | ad_hoc_or_none | Before first role | 16 | no | 3 | behavior_change | 30 | Yes |
| IS-095 | Europe | Netherlands | Software/SaaS | 200-499 | Engineering/tech leadership | LMS | Never / ad hoc | 12 | yes | 2 | smile_sheets | 15 | Yes |
| IS-096 | United States | United States | Public sector | 200-499 | Executive | classroom_workshop | After promotion | 40 | no | 4 | smile_sheets | 15 | Yes |
| IS-097 | Europe | Netherlands | Healthcare | 500-1999 | Engineering/tech leadership | classroom_workshop | Before first role | 24 | yes | 3 | completion_only | 10 | No |
| IS-098 | Europe | United Kingdom | Manufacturing | 50-199 | People/L&D/HR | ad_hoc_or_none | Never / ad hoc | 12 | partial | 3 | completion_only | 10 | Yes |
| IS-099 | Europe | Italy | Financial services | 500-1999 | Engineering/tech leadership | 1on1_coaching | After promotion | 14 | partial | 2 | completion_only | 20 | Yes |
| IS-100 | Europe | Germany | Software/SaaS | 500-1999 | People/L&D/HR | classroom_workshop | After promotion | 8 | partial | 3 | smile_sheets | 75 | No |
| IS-101 | Europe | France | Healthcare | 50-199 | People/L&D/HR | 1on1_coaching | After promotion | 14 | no | 5 | completion_only | 75 | Yes |
| IS-102 | United States | United States | Professional services | 200-499 | Engineering/tech leadership | ad_hoc_or_none | Never / ad hoc | 24 | partial | 4 | none | 60 | No |
| IS-103 | United States | United States | Media | 200-499 | Executive | classroom_workshop | After promotion | 14 | yes | 3 | none | 50 | Yes |
| IS-104 | Australia | Australia | Software/SaaS | 500-1999 | Engineering/tech leadership | cohort_academy | After promotion | 12 | partial | 3 | behavior_change | 90 | No |
| IS-105 | Australia | Australia | Software/SaaS | 200-499 | People/L&D/HR | classroom_workshop | After promotion | 16 | no | 2 | none | 40 | Yes |
| IS-106 | Europe | Germany | Financial services | 200-499 | People/L&D/HR | cohort_academy | After promotion | 8 | no | 3 | smile_sheets | 50 | No |
| IS-107 | Europe | Ireland | Financial services | 200-499 | Engineering/tech leadership | LMS | After promotion | 14 | no | 4 | smile_sheets | 40 | Yes |
| IS-108 | Europe | Germany | Healthcare | 500-1999 | People/L&D/HR | ad_hoc_or_none | After promotion | 14 | partial | 3 | completion_only | 40 | Yes |
| IS-109 | Europe | Germany | Software/SaaS | 2000+ | People/L&D/HR | LMS | After promotion | 4 | no | 3 | completion_only | 90 | Yes |
| IS-110 | United States | United States | Professional services | 200-499 | Engineering/tech leadership | ad_hoc_or_none | After promotion | 24 | no | 3 | none | 40 | Yes |
| IS-111 | United States | United States | Media | 50-199 | Engineering/tech leadership | ad_hoc_or_none | After promotion | 12 | yes | 3 | completion_only | 80 | Yes |
| IS-112 | United States | United States | Professional services | 2000+ | People/L&D/HR | classroom_workshop | Never / ad hoc | 40 | no | 3 | completion_only | 45 | Yes |
| IS-113 | Europe | Sweden | Manufacturing | 200-499 | Engineering/tech leadership | ad_hoc_or_none | Before first role | 16 | yes | 3 | none | 40 | No |
| IS-114 | Europe | Italy | Financial services | 200-499 | Executive | LMS | After promotion | 12 | yes | 5 | completion_only | 25 | No |
| IS-115 | Australia | Australia | Manufacturing | 200-499 | Engineering/tech leadership | ad_hoc_or_none | Never / ad hoc | 16 | no | 4 | completion_only | 10 | Yes |
| IS-116 | Europe | United Kingdom | Software/SaaS | 200-499 | People/L&D/HR | cohort_academy | After promotion | 8 | no | 4 | smile_sheets | 75 | Yes |
| IS-117 | Europe | France | Software/SaaS | 50-199 | Engineering/tech leadership | 1on1_coaching | Never / ad hoc | 16 | partial | 3 | smile_sheets | 15 | No |
| IS-118 | Europe | Italy | Financial services | 50-199 | People/L&D/HR | ad_hoc_or_none | Never / ad hoc | 16 | yes | 4 | none | 60 | Yes |
| IS-119 | Europe | Ireland | Financial services | 50-199 | Executive | classroom_workshop | Before first role | 16 | yes | 4 | smile_sheets | 45 | No |
| IS-120 | United States | United States | Manufacturing | 500-1999 | Executive | classroom_workshop | Never / ad hoc | 24 | yes | 2 | completion_only | 75 | Yes |
| IS-121 | United States | United States | Manufacturing | 200-499 | People/L&D/HR | cohort_academy | Before first role | 16 | yes | 3 | smile_sheets | 10 | No |
| IS-122 | Europe | France | Software/SaaS | 200-499 | Engineering/tech leadership | 1on1_coaching | Never / ad hoc | 8 | no | 2 | completion_only | 90 | Yes |
| IS-123 | United States | United States | Software/SaaS | 500-1999 | People/L&D/HR | classroom_workshop | After promotion | 12 | partial | 4 | smile_sheets | 90 | Yes |
| IS-124 | United States | United States | Software/SaaS | 2000+ | Executive | classroom_workshop | Never / ad hoc | 40 | no | 3 | completion_only | 40 | Yes |
| IS-125 | Europe | France | Software/SaaS | 2000+ | Engineering/tech leadership | LMS | Before first role | 16 | yes | 3 | behavior_change | 25 | No |
| IS-126 | Europe | United Kingdom | Manufacturing | 500-1999 | Engineering/tech leadership | classroom_workshop | Before first role | 16 | yes | 1 | completion_only | 50 | No |
| IS-127 | Europe | Denmark | Energy | 200-499 | People/L&D/HR | LMS | After promotion | 24 | partial | 4 | smile_sheets | 15 | No |
| IS-128 | United States | United States | Software/SaaS | 200-499 | People/L&D/HR | cohort_academy | After promotion | 16 | partial | 2 | completion_only | 25 | Yes |
| IS-129 | Europe | France | Telecom | 50-199 | People/L&D/HR | ad_hoc_or_none | After promotion | 14 | no | 2 | completion_only | 25 | No |
| IS-130 | Europe | Germany | Retail/e-commerce | 50-199 | People/L&D/HR | cohort_academy | After promotion | 12 | no | 2 | completion_only | 60 | Yes |
| IS-131 | Europe | Germany | Software/SaaS | 500-1999 | Executive | cohort_academy | After promotion | 12 | partial | 4 | completion_only | 55 | Yes |
| IS-132 | United States | United States | Healthcare | 50-199 | People/L&D/HR | classroom_workshop | After promotion | 8 | no | 2 | none | 75 | Yes |
| IS-133 | United States | United States | Energy | 2000+ | People/L&D/HR | ad_hoc_or_none | After promotion | 12 | no | 3 | completion_only | 25 | Yes |
| IS-134 | Europe | Sweden | Software/SaaS | 50-199 | People/L&D/HR | cohort_academy | After promotion | 8 | yes | 5 | smile_sheets | 45 | Yes |
| IS-135 | United States | United States | Manufacturing | 500-1999 | People/L&D/HR | classroom_workshop | After promotion | 8 | no | 3 | completion_only | 10 | Yes |
| IS-136 | Europe | Finland | Professional services | 200-499 | People/L&D/HR | LMS | After promotion | 24 | partial | 3 | completion_only | 40 | Yes |
| IS-137 | Europe | Finland | Manufacturing | 50-199 | Engineering/tech leadership | classroom_workshop | After promotion | 40 | partial | 4 | behavior_change | 40 | No |
| IS-138 | United States | United States | Software/SaaS | 50-199 | People/L&D/HR | classroom_workshop | After promotion | 16 | partial | 2 | behavior_change | 30 | Yes |
| IS-139 | Australia | Australia | Public sector | 200-499 | Engineering/tech leadership | 1on1_coaching | After promotion | 40 | yes | 3 | smile_sheets | 75 | No |
| IS-140 | Europe | Spain | Energy | 50-199 | Engineering/tech leadership | cohort_academy | After promotion | 14 | partial | 5 | completion_only | 25 | Yes |
| IS-141 | Australia | Australia | Public sector | 50-199 | People/L&D/HR | cohort_academy | After promotion | 40 | no | 3 | completion_only | 45 | Yes |
| IS-142 | Europe | France | Healthcare | 500-1999 | People/L&D/HR | classroom_workshop | After promotion | 12 | yes | 4 | completion_only | 60 | No |
| IS-143 | United States | United States | Software/SaaS | 200-499 | Engineering/tech leadership | ad_hoc_or_none | After promotion | 8 | partial | 1 | completion_only | 50 | Yes |
| IS-144 | United States | United States | Telecom | 50-199 | People/L&D/HR | classroom_workshop | After promotion | 16 | yes | 4 | smile_sheets | 10 | Yes |
| IS-145 | United States | United States | Software/SaaS | 500-1999 | People/L&D/HR | cohort_academy | After promotion | 24 | no | 4 | behavior_change | 40 | Yes |
| IS-146 | Europe | Spain | Software/SaaS | 50-199 | Engineering/tech leadership | classroom_workshop | Never / ad hoc | 16 | yes | 4 | smile_sheets | 25 | Yes |