Enabling leaders and managers
Priority behaviours, built to last
In partnership with growing organisations of all shapes and sizes, we’re defining and building the high-impact behaviours of effective managers and leaders — in modern, motivating and measurable ways.
Where to begin?
In our work developing modern managers leaders, the conversation often starts with behaviours. Which will matter most in helping people and organisations to succeed? Below you'll find six that our evidence and evaluations points too, and the 'observable actions' that evidence the behaviours in glorious, measurable practice across our partners' teams daily.
And in our magazine — you'll find a more lateral behavioural exploration, most recently pulling in perspectives from the Montana ranch training elite protection dogs, happiness tracker Lord Mark Price and Head Babu, and Dishoom co-founder, Shamil Thakrar.
Performance-enabling behaviours
and what they look like in action
Tunes into strengths, growth areas, thinking styles and task value for themselves and others — flexing style and approach to meet the moment and the needs of others.
Observable Actions: Reflects regularly on how personal approaches, behaviours and decisions impact others. Seeks feedback from different sources to understand what’s working well and growth areas, continuously making adjustments.
Acknowledges and shares personal strengths and growth areas openly, and recognises the strengths of others in action. Adapts communication style, team practices, and decision-making processes to suit the context, individual preferences and different thinking styles. Recognises when to step in with support and when to step back to empower autonomy. Prioritises personal focus on high-value/impact tasks. Delegates thoughtfully to create development opportunities for others while protecting personal focus for high-value, high-impact work. Helps team members to distinguish between high-value and low-value activities in their work.
Building these behaviours
How we can help
Bitesize sessions, or ongoing programmes; with expert coach-facilitators energising everyone towards experimentation — whether in-person, virtually or hybrid.
Accessible on our platform, or yours; personalised, punchy and experimental pathways hit the sweet-spot between push and pull, offering timely learning in the flow of work.
A series of sessions are focussed on clearly defined goals — whether linked to a change of mindset, supporting a wider programme or targeting impact on a timely project.
Enabling leading organisations
Scroll for some snapshots
Behavioural benchmarking and a blended development programme for leaders and managers at the sustainable agricultural pioneers.
Values aligned leadership programme to define and embed key behaviours at all level — across head office and stores.
Working with cohorts of managers globally to launch an 'Even Better Conversations' framework — with practical behaviours mapped to the moments that matter most.
A leading brand and digital design company — we're enabling people and project leaders in growing studios across London, Berlin, New York and Los Angeles.
A unique skills and thought leadership collaboration with the world's biggest brewer — connecting internal leaders with peers across the tech sector.
With leaders and managers across the leading global art platform, we've defined a series of values-led behaviours; and are supporting everyone to embody them.
With not far off 100 years of history, a modern reframe of coaching skills is helping EB store managers create impact in conversations with colleagues and customers alike.
We partnered with a multidisciplinary leadership group of designers and architects at the multi-award winning global studio to define and embed foundational behaviours internally and in client interactions.
We're continuously evaluating the impact of our tools and training programmes; and their adaptation to the leadership, cultural and commercial priorities across our partner community.
Learning that Lasts
Our continuously evaluated efforts are grounded in an evidence-led framework for establishing and sustaining new skills and behaviours.
Investment in learning and development should create real, evidenced change; not just in the moment — but in the days, weeks and months that follow.
Our 3Es framework — Entice, Engage, Extend — is the backbone for how we design learning that works at any level of an organisation. Here we outline each step, and share some examples of it in action.
You really got the nuance of our culture, and the way we'd need to position development to get our people-managers on-board. People still talk about the programme today, and the tools and language we gave managers live on powerfully in their conversations.
Alongside programmes delivered directly into teams, our Core Four modules can be explored in cross-organisational cohorts — mixing self-led and social elements.
1-1 coaching
Our community of accredited coaches support leaders across organisations of all shapes and sizes to develop clarity, achieve alternative perspectives and define next steps around priority challenges and opportunities.
Enabling leaders at all levels
From newly promoted managers to the board
Often stepping up through their individual performance, but not set up to succeed as a manager. Challenges come thick and fast.
Rising stars across departments, hungry for skills that will fuel their progression — and with real currency placed on everyday coaching capability.
This group will be navigating competing demands with long-established leadership behaviours. It's key they're open to continuous learning.
Central to the design and delivery of our work with managers and leaders is our international community of coach-facilitators.
Kate makes the case for situational flex
In the film below associate-coach Kate Lloyd makes the case for situational flexibility when leading modern teams — and how a mix of modes and styles is key for relational success.
Kate Lloyd on Goleman's Six Leadership Styles