Blended learning that builds open, adaptable, values‑aligned leaders
USS provide the largest private pension scheme in the country and the principal pension scheme for universities and higher education institutions in the UK. As a chosen development supplier, we support USS leaders and managers on the strategic, practical and behavioural aspects of navigating change.
The Challenge
The client required leaders to role model the mindset, skills, and behaviours outlined in their Values and Behaviour Competency Framework to drive successful change.
Leaders needed to be comfortable with change, self-aware of their own reactions, and capable of guiding others through change without derailing progress.
They must be able to collaborate, to continuously improve their teams’ response to change, embrace continuous self-improvement, and maintain an open mindset that supports adaptability and effective change leadership.
In short, having conversations that matter and in a manner that makes a difference.
The Solution
Navigating Change is a blended learning programme designed to build confidence and capability in leading self and others through change.
The programme combines line manager involvement, a learner needs assessment, a 90-minute interactive webinar, and a 3-hour face-to-face immersive experience.
Participants explore the nature and phases of change, respond effectively to disruption, and practise practical strategies for managing transitions through meaningful conversations.
The outcome is an open, change-ready mindset and behaviours aligned to the Values and Behaviour Competency Framework, particularly Change and Innovation.
The Result
Through our unique 5 step ‘evalYOUation’ approach over six months, we have seen clear shifts in how participants understand and support change.
Many reported feeling more open and less apprehensive, with greater awareness of their own reactions and how these affect others.
This has helped them respond to challenging moments with more calm and reflection.
Communication has improved, with participants describing more empathetic conversations, clearer communication during uncertainty and more intentional check-ins with colleagues.
These behaviours have strengthened relationships and supported smoother teamwork.
Even when recall faded, the underlying principles of the session continued to influence their approach.
There were early signs of wider organisational impact too, including changes to recruitment questions, session design and engagement strategies.
Where measurable improvements were noted, they included smoother progress, reduced resistance and better collaboration.
Overall, the most significant developments have been the psychological and relational shifts.
These changes have created a more supportive and adaptable environment and provide a strong foundation for continued cultural growth at USS.
