Inside the Bogotá Managers Bootcamp

This July, 11 newly promoted Client Service managers attended the Managers Bootcamp in Bogotá. All of them had just stepped up from the Calls and Surveys teams, and for most, it was a month or two into managing people for the first time.

One participant put it plainly: "One of the hardest things I have faced is managing people. So learning this was incredibly valuable."

Bridging that gap is exactly why the bootcamp was created.

Day one focused on navigating the transition. Day two dove into the human side: feedback, one-on-ones, and those tough conversations no one prepares you for. Every attendee called it 'very relevant.' By the end, all 11 managers spoke a common feedback language and followed a unified structure for their 1:1s.

Day three centered on building client relationships, with roleplays tailored to each stream. Instead of just nodding at slides, both Calls and Surveys managers left with playbooks they had truly practiced. Day four wrapped up with operations and a capstone, 'One Week as a Manager,' driving home a tough lesson: the urgent problem is rarely the important one.

Four days are not enough to create a fully formed leader, and everyone knows it. That was the point. As one manager put it, 'my own leadership style is fine — I'm in the middle of my journey, and it's fine not to know everything now.'

This is what real accelerated development looks like in action.