Management in the Moment

Cover image for Management in the Moment

Everything just changed. Our economy. Our organizations. Our communities. Our ways of living and working. For managers, everything changed too. Things we've always had to do like driving productivity and alignment have become more urgent. Things we've never had to do or think about are now part of our daily responsibilities. In every organization around the world, managers are the frontline of our efforts to be more agile, more innovative, and more resilient. This Program explores five key roles that managers play: supervisor, communicator, coach, decision maker, and learner.

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Program Overview

Management, especially now, is not something that can be learned in a book. Real management happens through a series of moments, interactions and conversations that shape the relationship and determine outcomes for all involved.

The Management in the Moment Program is for managers at every level (with or without formal titles) who need to re-imagine the way they work–right now. It begins with the simple truth that being a manager is not one thing, but many. Sometimes you're a supervisor. Sometimes a coach. Sometimes a mediator. Sometimes an inspirational speaker. Often a decision-maker. But each of these roles is also changing with our new normal—there’s been a shift in what it means to supervise, coach, comfort, and learn in today’s context.

Key Questions

How can we support our employees as whole human beings?

Why do we need to adapt our form and style for an all-digital workplace?

How can communicating with honesty, transparency, and vulnerability affect our ability to lead?

How can we coach our team as a whole alongside individual employees?

How do we make decisions when we don’t feel like we have the answers?

How can learning help us pivot our organizations in times of crisis?

How can we implement changes in our role now that will last beyond the pandemic?

Field Manuals

The Management in the Moment Program is made up of 5 Field Manuals (our version of an online module). Each one contains a variety of types of content and social exercises culminating in a mini-project, reflection, or debate. Each Field Manual will take you between 30-45 minutes to complete but you can jump on and off at your own pace, as often as you’d like. The deeper learning happens in the discussions with your fellow learners so be sure to check in on the conversations regularly.

  • The Supervisor

    A deep dive into the radical shift that accompanies being a supervisor in a remote world. The job is a lot less about enforcing productivity, a lot more about enabling performance. Instead of asking whether our teams punched the clock, we need to be asking whether our people are able to pay attention to what matters.

  • The Communicator

    As the world of work becomes more digital and more of our communications shift to remote technologies, we have to re-imagine the way we communicate as managers. Less formal, more frequent. Less PowerPoint, more conversation. Less talking, more listening. How we communicate as managers in today‘s world is less about what we say to our team and more about what we empower our team to say to each other.

  • The Coach

    The most important thing a manager does is enable the people around them to do their best work. That's what coaching is. But coaching in a remote work context is different. Less formal. More continuous. More both-directional. Coaching is also not only about the individual—working today is a team sport.

  • The Decision Maker

    There is a lot of reality coming at us right now. We are facing medical, technical, organizational, economic, and political crises without precedent. The fog of war is thick. Managers have to make lots of decisions anyway. And there is less room for error than there used to be. Managers have to make good decisions, many times a day, or things start to go sideways.

  • The Learner

    Nobody knows what's going to happen next. Whatever happens, prizes will go to the teams that learn the fastest. And teams that learn quickly have managers committed to learning. That means a commitment to transparency and humility, to questions and feedback, and to celebrating honest mistakes.

Featured Voices
  • Kate Seward

    Senior Writer, Viacom Velocity

  • Belinda Liu

    Former Senior Vice President Global Learning Solutions for Schneider Electric

  • Matt Burr

    Co-founder and CEO of Nomadic Learning

  • Amanda Thurston

    Leader, Marketing, IBM

An excerpt from the Program

As work has changed over time, so has the role of the manager-as-supervisor. Watch the animation below to learn about one of the biggest adjustments we need to make to how we supervise: from enforcing how work happens to enabling our team to get it done.