Portfolio
Giving Constructive Feedback for New Team Leaders
A fictional consulting project demonstrating end-to-end instructional design. I designed a responsive six-lesson Rise 360 course for new team leaders who need a practical structure for difficult feedback conversations.
Role: Instructional Designer • Tools: Rise 360, Google Docs and Canva • Format: eLearning with workplace planner • Duration: 35–45 minutes
The challenge
Feedback was often delayed, vague or based on personal judgement. Learners needed a repeatable process for a real workplace conversation.
The approach
A consistent workplace scenario, concise explanations, process interactions, flashcards and knowledge checks introduce the Situation–Behaviour–Impact model. Across six lessons, learners distinguish behaviour from assumptions, construct an SBI opening, prepare evidence and purpose, practise a respectful two-way discussion and agree on support and follow-up.
Workplace support
A downloadable Feedback Conversation Planner captures the situation, behaviour and impact; evidence; purpose; opening question; likely responses; next steps; support; and follow-up date.
Outcome and reflection
The solution includes Rise 360, web, SCORM 1.2 and PDF exports, the planner and supporting analysis, design and evaluation documentation. A future version would add a short branching Storyline activity for coached practice with defensive responses.
Ready When It Matters
Building operational resilience beyond the continuity plan
Fictional portfolio prototype for Meridian Distribution Group, an Australian logistics and distribution organisation. This is a design demonstration; it has not been implemented with a client and no business outcome is claimed.
The problem
Leaders had continuity plans but did not consistently activate, coordinate and use them when disruption was ambiguous and operationally inconvenient.
The analysis
The performance gap was not awareness or missing documentation. It was the organisation’s ability to interpret signals, establish priorities, coordinate roles and make defensible decisions under pressure.
The solution
ClearBridge designed a connected capability system: NODE digital preparation, role-based support, a progressive tabletop exercise, decision tools, structured observation and an improvement cycle requiring verification and retesting.
The design
No Easy Route placed a cross-functional team inside an evolving warehouse-system disruption. Information accumulated, choices changed later consequences and participants created observable evidence through the same tools they would need at work.
The evaluation
In a live implementation, ClearBridge would evaluate readiness, exercise performance, action closure, repeat capability and relevant operational indicators. This prototype does not invent results.