Most leadership training evaporates within a fortnight. We build programmes around your real challenges so that new habits form, teams shift, and the difference shows up in your numbers. Based in Northern Ireland, working across the UK.
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Every engagement follows this arc. We adjust the depth and pace, but the structure stays because it works.
We interview your team, review 360-degree feedback, and map where leadership friction actually sits. This takes five working days, not five months.
We draft a programme around two or three priority shifts, not a generic curriculum. You approve the design before anyone enters a room.
Live workshops run in half-day blocks. Between sessions, participants complete short field assignments with their own teams. No role-play theatre.
Coaching check-ins at week six and week twelve measure behaviour change against the original audit. We share a written impact report with your sponsor.
Pick one programme or combine several into a longer development path. Each is priced per cohort, not per head.
A six-session programme for directors and heads of function. We focus on strategic decision-making under ambiguity, stakeholder influence, and building a leadership point of view that others want to follow. Sessions run fortnightly so participants can test ideas between meetings. Cohorts of six to eight people keep the conversation honest.
Designed for people in their first year of managing others. Covers delegation, difficult conversations, and how to give feedback that people can hear. Four half-day workshops over eight weeks, plus a peer-coaching triad that continues after the programme ends.
When departments talk past each other, speed drops. This two-day workshop brings mixed teams together to map dependencies, agree shared priorities, and build working agreements that outlast the offsite buzz. We facilitate; your people own the outcomes.
One-to-one coaching for leaders who want a thinking partner, not a cheerleader. Engagements run for six months with fortnightly sessions. We use a structured goal framework and share progress summaries with your HR sponsor if you choose.
Before you invest in development, know where you stand. We run a confidential diagnostic across your leadership population using a mix of survey data, structured interviews, and network analysis. The output is a heat map of capability, a prioritised action plan, and a frank conversation about what to fix first. Typical turnaround: three weeks from kick-off to debrief.
We work best with groups of six to twelve. Smaller than six and the conversation lacks range; larger than twelve and people stop speaking honestly. If you have twenty people to develop, we split them into two cohorts running in parallel.
Yes, though we recommend at least the first and last sessions happen face to face. Remote workshops use a 90-minute format instead of half-day blocks, with more frequent sessions to compensate. Coaching is always available by video call.
Pricing depends on scope. A four-session new-manager programme for one cohort typically falls between £8,000 and £12,000 plus VAT. The senior leader intensive sits higher because it includes individual coaching hours. We quote after the audit stage so you know exactly what you are paying for.
Regularly. About half our clients are in England or Scotland, and we have delivered programmes in Dublin and Amsterdam. Travel costs are included in the quote for UK engagements. International work carries a small travel supplement.
We set behaviour-change indicators during the audit, then re-measure at week twelve using the same instrument. Common indicators include direct-report engagement scores, meeting-effectiveness ratings, and decision-cycle time. The impact report compares before and after data so your sponsor can see what moved.
That is the most common starting point for our conversations. Failed training usually means the content was generic, the follow-up was absent, or the wrong people were in the room. Our audit stage exists specifically to avoid repeating those mistakes. We will tell you during the audit if we think development is not the right intervention.
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