Programmes

Overview

A strategy retreat that changes what happens afterwards. Your senior team works on its biggest organisational challenges, agrees its priorities and stays accountable for them through ten months of team coaching.

How it runs

Preparation before the retreat pins down the real challenges. Two retreat days are followed by six two-hour coaching sessions that review decisions, relationships and progress.

You leave with

• An agreed one-page strategy, with priorities, owners and measures.
• A ranked list of organisational improvements and the first 90 days of action.
• A regular leadership review that tracks delivery and adjusts course.

Overview

For senior leaders who need to connect their function's ambitions with the organisation's priorities. It builds strategic judgement and the ability to lead through other leaders and remove what holds performance back.

How it runs

A strategy bootcamp, organisational clinics, a business simulation, group coaching and real work projects, plus a Hogan debrief on reputation and behaviour under pressure.

You leave with

• A tested functional strategy with clear choices, measures and owners.
• A live improvement project, with feedback from stakeholders.
• A personal leadership plan for greater impact on the team and the business.

Overview

A confidential thinking partner for senior executives. Sharpen judgement, handle critical relationships and make changes that last, against goals agreed with your sponsor.

How it runs

A three-way meeting with the executive and sponsor agrees the goals. Eight sessions then work on real leadership situations, ending with a closing review.

You leave with

• A clear leadership agenda tied to your role and business priorities.
• A stronger plan for key stakeholders and a more deliberate executive presence.
• Changes in how you lead, tried out and reviewed across the six months.

Overview

For problems that a classroom or a single offsite can't solve. A senior group takes on one real challenge set by a sponsor, tests its ideas with stakeholders and turns what it learns into decisions.

How it runs

The sponsor sets the challenge. Three working labs and two group coaching reviews follow, ending with a sponsor review.

You leave with

• A shared map of the challenge and the ideas worth testing.
• Options tested with evidence and stakeholder input.
• A recommendation and action plan ready for a decision.

Overview

Pressure narrows attention and makes us fall back on habit. Leaders learn to spot those patterns, question assumptions and make sound decisions without slowing down.

How it runs

Two practical days of simulations, reflection and decision workshops, applied to real decisions rather than puzzles.

You leave with

• A decision checklist suited to your organisation.
• A stress-tested approach to one real decision you face now.
• Personal habits for better judgement and for inviting challenge.

Overview

Functional plans often turn into long lists of initiatives. Heads of function link company priorities to customer value, make real trade-offs and line up resources, dependencies and measures.

How it runs

Pre-work gathers the evidence. Two intensive days of discussion, challenge and planning follow, and a review session tests the draft once stakeholders have had their say.

You leave with

• A one-page functional strategy showing the value the function adds.
• A ranked set of initiatives, with dependencies and resources.
• A 90-day plan with owners and measures.

Overview

Becoming a manager changes the job: success now depends on how well others perform. This coached programme gives managers a practical way to set direction, develop people and keep delivery on track.

How it runs

Practice, coaching and short, useful theory, repeated over three months. Managers use the tools in their real work between sessions and review progress with peers and their sponsor.

You leave with

• A regular routine for one-to-ones, delegation and team reviews.
• A completed improvement project at work, with evidence of progress.
• A personal development plan based on Hogan results and observed practice.

Overview

A new leadership role brings opportunity and risk. New leaders clarify what is expected of them, build the key relationships and set a realistic plan for early results, with coaching at each stage.

How it runs

A one-day workshop builds each leader's plan. Three two-hour virtual coaching sessions then review progress, decisions and relationships.

You leave with

• A plan for meeting and listening to key stakeholders.
• A focused 30-60-90-day plan with review points.
• Three coaching reviews to adjust the plan as you learn.

Overview

Busy days, competing demands and difficult relationships get in the way of good work. Participants turn self-awareness into practical habits for focus, communication and reliable delivery.

How it runs

Participants bring a real challenge and practise through engaging exercises. They try new habits at work, then review progress in a follow-up session.

You leave with

• A personal plan with two specific changes in behaviour.
• A rehearsed approach to one difficult working relationship.
• A weekly routine that protects time for priority work.

Overview

Feedback often comes too late, feels vague or puts people on the defensive. Managers learn to prepare and hold focused conversations that clarify expectations and improve performance.

How it runs

Demonstrations, coached role-play and participants' own cases. A virtual session then reviews what happened back at work.

You leave with

• A prepared feedback conversation for a real situation.
• More confidence in handling different reactions.
• A simple structure for following up and checking improvement.

Overview

Managers are expected to coach but often slip into giving answers. This builds the listening and questioning skills that help people think for themselves and take responsibility.

How it runs

Short theory, demonstrations, plenty of practice and peer coaching. Participants use the approach at work, then return for a virtual practice session.

You leave with

• A flexible coaching approach for everyday conversations.
• Observed practice, with specific feedback.
• A coaching plan for one colleague.

Overview

Delegation fails when tasks are handed over without context, or taken back too quickly. Managers learn an approach that protects delivery while building the team's confidence and skill.

How it runs

A focused day on real delegation decisions and realistic scenarios. Each manager leaves with one task ready to hand over.

You leave with

• A clear view of what to delegate, and to whom.
• A prepared conversation with clear limits and check-in points.
• A plan to free up your time and develop a team member.

Overview

For people who must deliver through colleagues with different priorities and reporting lines. It builds the judgement, relationships and communication that win willing support.

How it runs

Stakeholder analysis, communication practice, a simulation and coaching on a current influence challenge.

You leave with

• A stakeholder map for a real objective.
• A tailored case for your idea and a prepared conversation.
• A step-by-step engagement plan, with ways to track progress.

Overview

Hybrid and remote teams can lose context, connection and speed. Managers build routines that keep people included, trusted and coordinated without adding meetings or monitoring.

How it runs

Mapping how work flows, realistic scenarios and peer challenge. A virtual follow-up reviews the team's trial.

You leave with

• A redesigned weekly rhythm for one team.
• Team agreements on communication, decisions and availability.
• A 30-day trial to improve coordination.

Overview

Good intentions alone don't make a team work well. The team explores how it works, takes on purposeful challenges and turns different strengths into better coordination and shared results.

How it runs

Two lively days of team activities, simulations, reflection and team coaching, each one linked back to the team's real work.

You leave with

• A team charter with clear agreements and responsibilities.
• An improvement plan for one real coordination problem.
• Team commitments, simple measures and a 30-day check-in.

Overview

Strong individual leaders can still struggle to work as one team. This brings out the patterns behind friction, slow decisions and unclear ownership, then works on what the organisation needs from the team.

How it runs

A 30-minute confidential interview with each member shapes two workshop days of facilitated discussion and live team coaching.

You leave with

• A shared view of what is holding the team back.
• Agreed decision rights, working commitments and stakeholder priorities.
• A 90-day team plan with owners and measures.

Overview

Avoided conflict slows decisions and erodes trust; badly handled conflict creates new problems. This builds the self-awareness and skill to deal with disagreement directly and well.

How it runs

Reflection, demonstration, scenarios and coached practice on a real disagreement, with no need to share confidential details.

You leave with

• A clear picture of one recurring disagreement.
• A prepared and rehearsed conversation.
• Agreed next steps for resolving it.

Overview

Teams need enough trust to raise concerns and enough discipline to act. This creates practical agreements for speaking up, questioning assumptions, keeping commitments and responding when delivery slips.

How it runs

A team day of practical activities and work on real issues. A follow-up session looks at what changed.

You leave with

• A shared view of how trust and accountability work in the team today.
• Agreed ways to challenge and respond in real meetings.
• A 30-day accountability plan with owners.

Overview

Matrix work depends on people who don't report to one another. Leaders learn to understand competing interests, build useful relationships and coordinate delivery across functions and cultures.

How it runs

Simulations, stakeholder mapping, conflict practice and work on participants' own cross-functional challenges.

You leave with

• A map of the people and dependencies behind one real challenge.
• A tested plan for winning support, and a prepared alignment conversation.
• A coordination routine with clearer ownership.

Overview

Gives experienced leaders practical ways to help a team step back and look at how it works together, through careful observation and good questions.

How it runs

Demonstrations, observed practice and realistic team scenarios, followed by a supervised virtual session.

You leave with

• A simple structure for short team coaching conversations.
• Observed practice, with feedback.
• A plan to use it in one real team meeting.

Overview

Recurring performance problems rarely sit in one role or process. Participants look at how priorities, structures, handovers, skills and behaviours combine to shape results.

How it runs

Participants work as a consulting team on real cases, mapping the organisation, challenging assumptions and planning action.

You leave with

• A shared diagnosis of one real organisational problem.
• A ranked set of fixes with owners and dependencies.
• A 60-day pilot and review plan.

Overview

Culture lives in everyday choices, systems and interactions, not in values posters. Leaders identify the signals they send and redesign the routines that shape behaviour.

How it runs

Culture diagnosis, reflection, case work and planning, using real routines from your organisation.

You leave with

• A picture of your culture in practice, linked to a business priority.
• A short list of behaviours and signals to change.
• A 60-day plan to test the change, with owners.

Overview

Assessment reports can create insight without changing behaviour. This turns feedback into clear priorities, on-the-job practice and development that the manager supports.

How it runs

Uses existing assessment reports, or new assessments can be arranged, alongside realistic cases. A virtual case session follows.

You leave with

• A focused plan built on no more than two priority behaviours.
• A way to practise them at work and show progress.
• A conversation with your manager and a regular review.

Overview

Succession processes can produce lists of names without making anyone more ready. Leaders identify critical roles, agree credible signs of potential and turn talent decisions into development moves.

How it runs

Two workshop days on your own pipeline challenge and data. A virtual session then reviews early decisions.

You leave with

• A map of critical roles and your leadership pipeline.
• Clear criteria and a fairer way to compare candidates.
• A 90-day plan for priority talent moves.

Overview

Nationalisation strategies need more than training places. This sponsored programme speeds up readiness through real assignments, exposure to senior leaders, coaching and visible results.

How it runs

In-person practice, group coaching, on-the-job application and sponsor reviews, all built around a real business project.

You leave with

• A development plan linked to the target role.
• A completed business project with evidence of value.
• A sponsor review of readiness and next steps.

Overview

HR and L&D teams are often asked for a programme before anyone understands the need. This builds the consulting skills to ask the right questions, find the real causes, work credibly with leaders and link programmes to business results.

How it runs

Real business cases, stakeholder simulations and consulting practice. A virtual follow-up reviews how participants handled their current requests.

You leave with

• A consulting process and a structured first conversation for HR and L&D requests.
• A clear diagnosis of one current business challenge, and the right response to it.
• A 90-day plan to raise the function's credibility and contribution.

Overview

Training can be enjoyable without changing performance. Participants redesign development around real work, manager support, deliberate practice and clear evidence that it is being used.

How it runs

Participants bring a current programme or skills challenge and turn it into a working prototype, ready to test.

You leave with

• A redesigned programme for a current priority.
• A map of who supports learning at work, and how.
• A simple plan to measure use and improvement.

Overview

Change stalls when plans overlook everyday work. Sponsors and managers turn direction into small local trials, quick feedback and leadership actions that people can use.

How it runs

Two workshop days on participants' current initiatives. A virtual follow-up reviews early results.

You leave with

• A map of how the change affects daily work, for one real initiative.
• A plan for engaging stakeholders and supporting managers.
• A 60-day trial with owners and review points.

Overview

HR has built strong professional capability, yet its value is still often described in terms of its own processes. A senior discussion about what the People function should contribute to how the organisation works and performs.

How it runs

Thought-provoking propositions, real cases, peer challenge and facilitated discussion.

You leave with

• A candid view of where HR adds value, creates friction or is disconnected.
• A future model of HR's contribution, with the key choices.
• An agenda for shaping the next stage of the People function.

Overview

Insights Discovery is a psychometric tool based on the work of Carl Jung. Using four colour energies (Fiery Red, Sunshine Yellow, Earth Green and Cool Blue), people see how they prefer to work, how others differ, and how to adapt so that working together is easier.

How it runs

Participants complete a short online questionnaire beforehand. An accredited practitioner then guides them through their profile with interactive exercises and real workplace scenarios. It can be followed by one-to-one coaching, or built into team, personal effectiveness and change programmes.

You leave with

• An in-depth personal profile covering your strengths, communication style, management style and ideal working environment.
• Practical ways to adapt how you communicate with two important colleagues.
• A shared colour language the team keeps using, plus team agreements for intact teams.

Overview

Silos, conflict and accountability gaps often have one root: people focusing on their own goals rather than their impact on others. Arbinger's method helps people notice when they are working with an inward mindset, especially under pressure, and gives them practical tools to turn outward.

How it runs

Two days of discussion, case studies, video scenarios and small-group exercises, ending with an implementation planning session.

You leave with

• Self-awareness tools for spotting an inward mindset in yourself and your team.
• Accountability tools for clarifying your role and owning your impact on others.
• Collaboration tools for working across teams, and a personal action plan.

Overview

Builds on the outward mindset to tackle the hardest parts of leading: accountability, collaboration, conflict and supervision. Leaders learn to coach without micromanaging and to break down silos between teams.

How it runs

A day of hands-on practice with the tools, ending with an implementation plan. Six optional coaching sessions over three months help leaders put it to work. For executive teams, it can run as a 90-day intensive with a strategic problem-solving day.

You leave with

• A handbook of 38 practical leadership tools, matched to 30 common workplace situations.
• Ways to resolve conflict at its root and rebuild working relationships.
• A leadership game plan for your most pressing challenge.