When it comes to leadership development, senior executives and high-potentials often take center stage. But what about the managers who form the backbone of execution? The middle. That overlooked layer that translates vision into action, anchors teams, and often carries the cultural weight of an organization.
In this edition of Strengths Spotlight, we sat down with Kris Gomes, Chief Learning Officer at Avendus Group, to unpack the real challenges and real solutions, when it comes to developing middle-level leaders. With over two decades of experience across financial services, consulting, and HR tech systems, Kris brought a rare blend of practicality and creativity to the table. He wasn’t just designing programs, he was reimagining how learning could come alive.
Kris was joined by Abhishek Joshhi, Gallup Global Strengths Coach and Practice Head at Strengths Masters, and what followed was a rich, honest, and often humorous conversation that touched on what was missing in most leadership programs, how to engage a sceptical mid-level audience, and why storytelling and theatre might be better tools than PowerPoint.
Meet Kris Gomes – Turning Learning into Theatre and Storytelling
With over two decades of experience across Learning & Development, Talent Management, Organization Culture and HR Tech Systems in financial and consulting companies, Kris Gomes currently is the Chief Learning Officer at the Avendus Group. He previously headed L&D at SBI Funds Management and is known for creating fun-filled impactful learning journeys.
A University of Westminster alumnus, Kris loves facilitating workshops and being creative in problem-solving. ‘Don’t Teach Me, Intrigue Me’ is the motto he lives by. Outside of work, you’ll find him on the football or cricket field or behind the wheel of his car.
Unpacking the Discussion
Middle Managers Aren’t Broken, They’re Just Stuck
Kris opened with a grounded truth: middle-level leaders aren’t underperforming because they lack capability. They’re stuck between conflicting demands, delivering results, managing people, and navigating an environment where neither top-down nor bottom-up influence is easy.
He challenged the notion that leadership training for this group should be instructional. “These are adults with war wounds,” he says. “They’ve seen reorganizations, new CEOs, budget cuts. They don’t want theory, they want help.”
Why Most Programs Don’t Land
In a world where ‘off-the-shelf’ content often passes for development, Kris called out the emptiness of many training formats. “A deck is not a development intervention,” he remarks. He emphasized the importance of contextual relevance, facilitator credibility, and most importantly, emotional connection.
Throughout the dialogue, Abhishek pointed out how Mid-level leaders often go unseen not because they’re ineffective, but because their natural talents are under-leveraged or misaligned with what the business needs. Recognizing and aligning strengths can make leadership feel less like performance and more like expression.
Theatre, Stories, and Coaching Instead of Training
Kris’s design philosophy is unique: he believes in turning learning into a “mirror”. His programs borrow from theatre, real-life roleplay, and storytelling, not for entertainment, but to create resonance. “When someone sees their own story on stage, they’re more likely to reflect. And change,” he notes.
Coaching, too, plays a pivotal role. But not in the generic ‘executive coaching’ format. Kris described how integrating coaching moments into group learning, through structured reflection, peer dialogue, and even silence, can elevate insight without adding jargon.
The Myth of the ‘One Right Model’
Both Kris and Abhishek agreed that leadership development has been shackled by models, competency frameworks, bell curves, best practices. Kris shared that while models provide structure, they often flatten out personality. “You want managers to bring more of themselves to work, not less,” he says.
This insight dovetails with strengths science: you don’t grow by fixing weaknesses, you grow by knowing and using your strengths with maturity.
What Works, and What Doesn’t
Kris shared specific program elements that have worked:
- Pre-work that primes reflection, not compliance
- Facilitators who don’t ‘teach’, but provoke thought
- Rehearsal instead of roleplay, “Make it theatrical, not clinical,” he adds
- Structured follow-through, coaching, nudges, and team conversations that ensure continuity
He also shared what doesn’t work:
- Templated decks
- Generic models
- ‘One-size-fits-all’ assessments
It’s in these details that Kris’s approach stands apart. He’s not chasing engagement metrics, he’s chasing internal shifts.
5 Key Lessons
- Don’t Train, Intrigue: Adults don’t need instruction. They need provocation, relevance, and emotional connection.
- Design for Reflection, Not Just Consumption: Programs that give space for self-inquiry outperform those that just transfer knowledge.
- Strengths Build Ownership: Leaders grow faster when they are shown what’s right with them, and how to use it with intention.
- Facilitators Must Be Credible: Who delivers matters. Middle managers can sniff out a lack of experience or depth instantly.
- One Powerful Metaphor Beats Five Frameworks: Meaning sticks when it’s human. Stories outperform slides.
Final Thoughts
Kris closed with a truth that hit home: “We’re not teaching skills. We’re helping people show up differently in moments that matter.”
It’s not about more content or more workshops. It’s about designing experiences that people remember and return to, long after the program is over.
Conclusion
Middle managers don’t need fixing. They need space, structure, and storytelling that respects their complexity. As this conversation reveals, coaching the middle is as much about curiosity and care as it is about competency.
Whether you’re designing programs, facilitating workshops, or sitting in the middle yourself, there’s wisdom here for you.
Because in the middle lies the movement.
