for Senior Managers



During my long career, I’ve participated, observed and read about virtually every type of leadership training/development programme in the world and, the sad thing is, most of them don’t come close to accomplishing what they were designed to achieve, i.e. create better leaders. And the reasons why, in my view? a). confused thinking about the word ‘Leader’ – in my view most people who are called ‘Leaders’ don’t show much leadership at all. b). confused thinking about what training can contribute to help produce better leaders and, c). as a result of ‘a’ and ‘b’ above the focus of training programmes is flawed because they focus on training people for a role called ‘leader,’ when, instead, they should focus on developing leadership competencies.


Leadership not Leaders. In truth, anyone in any situation, no matter their role, status, age, level of intelligence, education, charisma, stature, or any other personal characteristic, can display leadership – a vision, an idea is all it takes to attract followers, that’s when (or why) you become a leader – a useful definition of a leader, therefore, might be: ‘one who has followers.’


So, if you wish to lead you need to have an interest in people, your followers – otherwise they won’t follow you.


So, leadership is all about people – leaders are not in charge of people, they are charged with caring for people. The role is about making things better, improving whatever situation you find yourself and your follows in.


Despite the the commonly held view that ‘people don’t like change,’ the truth is we all love change – as long as it makes our life better – what we don’t like is being changed. Great leaders recognize this and, therefore, focus on supporting people to help them make their own changes.


This is the beauty of an Action Centred Leadership (ACL) development programme. While acknowledging that, in any human endeavour there is an overall aim – the vision or the idea, which means a result or a task has to be achieved (people won’t engage in an endeavour that has no meaningful purpose) – an ACL programme also acknowledges that the result or task needs to be achieved through people. For great leaders, that means a focus on two things: building a team and developing individual team members.


Building a team – people are gregarious animals and usually perform best within a supportive, collaborative team environment. Building a team means bringing the right mix of competencies and personalities together and, through creating an environment where team members can bond into a unit, the whole becomes superior to the sum of the individual parts – a high performing team.


Developing the individual – people need to grow and develop, it’s an important aspect of human motivation, but every person has different needs (because we all start from a different base and we all have different aspirations) so great leaders make strenuous efforts to find ways to get close to their team members so they can understand how to create the most positive environment and most challenging opportunities to enable each individual to grow.


This internationally acclaimed leadership programme, based on an approach developed for the British Army by Professor John Adair, is now used extensively in all sectors of the economy around the world including the United Nations. It is a highly experiential course which will allow you to develop your personal leadership competencies in a constructive, protected environment to help you become a more effective leader.


This course is CPD accredited (Continued Professional Development).

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LEAN Basics

+44 (0) 7843 673 492





The aim of this course is to help you explore how the behaviours we call ‘managing’ differ from the behaviours we call ‘leading’ and how everyone can develop the competencies needed to show effective leadership. As a result, this course will offer you the opportunity to consider how you might develop your leadership competencies to help you become more effective in a leadership role. During this ‘action centred’ approach to developing leadership competencies you will be able to explore how you can develop your skills to enable you to focus on the three critical factors of effective leadership, i.e. the competencies needed to help ensure a task is completed through building an effective team and developing individual team members.





By the end of the programme delegates will be able to:


  • describe their role as a leader;

  • outline an analysis of their personal strengths and areas for development;

  • demonstrate an ability to recognise the needs of a situation and the leadership actions that can lead to success;

  • demonstrate an ability to deploy leadership techniques that enable individuals to contribute fully to delivering the team's task;

  • Explain how learning can be transferred effectively to the work place.





It is our intention that you have an opportunity to understand the nature and practice of good leadership. To do so we will not be 'teaching,' instead we will be creating a unique learning opportunity to help you advance and progress. There will be some input from the trainer but the majority of the learning will take place during exercises when group and personal discovery takes place.



Duration: 4 days



Class size:


To ensure maximum benefit for each delegate it is recommended that the class size for this programme does not exceed 16.



Who it's for:


Everyone whose role requires him or her to take responsibility for achieving a result through a team of people. This includes: senior executives, middle managers, first line managers, team leaders, supervisors, superintendents and functional managers, at all levels in all sectors.



Course Content


Day 1


The development of Action Centred Leadership:

  • Introduction, programme aims, objectives and methods.

  • Transfer of learning and action planning.

  • History & development of Action Centred Leadership (ACL).

  • Key features of ACL.


Exploring our current understanding of Leadership:

  • Group discussion: what is leadership?

  • Report back.

  • Leadership exercise: playing cards.

  • Analysis & discussion: practice observing leadership.


Contrasting the roles of Leader and Manager:

  • Presentation: what is leadership? How does leadership differ from management?

  • Group discussion: the qualities of a leader.

  • Report back.

  • Exercise: analysing your own Leadership style.


Considering the impact of the Qualities approach to understanding Leadership:

  • Presentation: the qualities approach to leadership training.

  • Discussion: the drawbacks and positive aspects of the qualities approach.

  • Presentation: the generic qualities of good leaders.



Day 2


Considering the impact of the Functional approach to understanding Leadership:

  • Presentation: the functional approach to leadership training.

  • Leadership exercise: The Jigsaw Puzzle.

  • Analysis & discussion: practice observing leadership.


Exploring the contribution of Team Members

  • Presentation: the Belbin Team Role types

  • action-oriented roles - Shaper, Implementer, and Completer Finisher

  • people-oriented roles - Co-ordinator, Team worker and Resource Investigator

  • cerebral roles - Plant, Monitor Evaluator and Specialist

  • Analysis and discussion

  • Exercise: exploring your personal team membership style.


The Fundamental approach of Action Centred Leadership - taking best practice from the qualities, the situational and functional approach:

  • Presentation: Action Centred Leadership and the three circles.

  • Presentation: the impact of neglecting or putting too much focus on any one of the circles.


Exploring some of the Functions of Leadership:

  • Presentation: leadership functions; what a leader should do (part 1).

  • Leadership exercise: decision making styles; the need to have a flexible style; the ideal decision making situation.

  • Analysis & discussion.

  • Presentation: leadership functions; what a leader should do (part 2).

  • Leadership exercise: communicating the message.

  • Analysis & discussion.

  • Presentation: barriers to effective communication.

  • Exercise: analysing your personal communications style.


The Functions of Leadership: Coaching

  • Demonstration: the tutor will demonstrate Coaching for Results.

  • Analysis and discussion: the tutor’s Coaching session will be analysed and a process for Coaching will be identified.

  • Leadership exercise: asking open questions.

  • Analysis, discussion and feedback.

  • Leadership exercise: using the Coaching model.

  • Analysis, discussion and feedback.



Day 3


The Functions of Leadership: Feedback

  • Demonstration: the tutor will demonstrate the Feedback process.

  • The tutor’s Feedback session will be analysed and a process for delivering Feedback will be identified.

  • Leadership exercise: using the Feedback model.


The Functions of Leadership: Improvement

  • Leadership Exercise: Letter Point.

  • Analysis and discussion: practice observing Leadership

  • Leadership Exercise: Tennis Ball

  • Analysis and discussion

  • Presentation: process improvement, tools and techniques.

  • Leadership Exercise: Letter Point rerun with process improvement.

  • Analysis and discussion: practice observing Leadership


Considering what it is that motivates people to deliver high levels of performance at work:

  • Group discussion: what motivates people to do a job well?

  • Report back.

  • Presentation: motivation theories and the implications for leaders.

  • Discussion: alternative approaches to motivating people to deliver high performance.


Job design and how that helps to motivate people at work:

  • Group discussion: how to design jobs that motivate.

  • Report back.

  • Presentation: approaches to job design; design models that help design motivating jobs.

  • Developing competencies and competency frameworks



Day 4


The decision making process of an effective Leader:

  • Leadership exercise: criteria-based decision making.

  • Analysis & discussion.

  • Leadership exercise: applying new learning to decision making.

  • Analysis & discussion.


How effective Leaders engage with their people and become a role model:

  • Group discussion: modelling the way.

  • Report back.

  • Presentation: leadership and values.

  • Group discussion: how to engage your people.


Putting it all together:           

  • Leadership exercise: building the tower.

  • Analysis & discussion: practice observing leadership.


Knowledge & Skills transfer to the work place:

  • Personal action planning.

  • Course review.

  • Follow up.