The portfolio management officer team of a multilateral organization operated within a particularly complex relational ecosystem, requiring coordination with financial institutions, large companies, public agencies, and multiple internal areas. Their challenge was not merely technical: they needed to influence high-level
counterparts and mobilize key actors over whom they had neither formal authority nor centrality on the agenda. Faced with the growing demand for tools to address these dynamics, the area’s HRBP channeled the need for a specific development solution for which we were engaged.
We designed a tailored program based on two complementary movements: first, organizing the existing training requests; then, identifying the concrete challenges that gave rise to those requests.
On that basis, we built a development roadmap with monthly sessions, designed to strengthen influence skills, political awareness, relational management, and handling of complex conversations. The program integrated workshops with custom-designed cases; peer clinics for analyzing
real situations; asynchronous instances of transfer to practice; and an individual tracking log aimed at sustaining objectives and action plans with concrete commitments.
The process combined depth and continuity to foster habit change, without losing sight of the operational reality of a highly demanding team. Thus, development ceased to be an “extra” activity and became a concrete tool in service of the role’s everyday challenges.
