Professional Leadership Training Course

Participants can adapt their leadership approach to individual capability, commitment and task conditions.

• Self-awareness distinguishes leadership intent, behaviour, impact and reputation
• Johari Window used to identify feedback gaps and blind spots
• Situational Leadership matches directing, coaching, supporting and delegating behaviours
• Diagnosing competence and commitment for specific tasks rather than personalities
• Task risk determines appropriate autonomy, controls and escalation points
• Emotional self-management during pressure, uncertainty and interpersonal challenge
• Reflective practice converts critical incidents into behavioural adjustment

Participants can establish team conditions that support candour, ownership and reliable delivery.

• Psychological safety separates constructive challenge from personal threat
• Team charters define purpose, behaviours, meetings and escalation routes
• Working agreements establish response times, meeting norms and information standards
• Accountability combines clear commitments, visible follow-through and fair consequences
• RACI clarifies responsibility, accountability, consultation and information flows
• Meeting disciplines convert discussion into decisions, owners and deadlines
• Recognition practices reinforce behaviours that support team standards

Participants can communicate a persuasive case and build support among key stakeholders.

• Stakeholder mapping assesses power, interest, impact and current commitment
• Message architecture links audience concerns, evidence, benefits and requested action
• Audience analysis distinguishes decision-makers, sponsors, influencers and delivery partners
• Influence strategies combine rational evidence, relationships and reciprocal value
• Coalition building identifies allies, blockers and credible intermediaries
• Executive briefings present recommendation, risk, decision and next steps
• Active listening tests assumptions before advocating a preferred position

Participants can address performance issues and coach others towards agreed improvement.

• Performance standards specify outputs, quality, behaviours, timeframes and evidence
• SBI feedback separates situation, observable behaviour and resulting impact
• Feedforward frames future choices, support requirements and measurable commitments
• GROW coaching structures goals, reality, options and way forward
• Performance conversations distinguish skill gaps, will gaps and system barriers
• Documenting agreed actions protects fairness, continuity and follow-up quality
• Recognition conversations connect contribution to team priorities and values

Participants can delegate effectively while retaining appropriate control over risk and results.

• Delegation analysis separates tasks to retain, share, assign and stop
• Authority levels define recommendations, decisions, approvals and escalation thresholds
• Decision rights prevent duplication, delay and unmanaged organisational risk
• Decision matrices compare options against weighted criteria and constraints
• OODA loops support timely judgement under changing operational conditions
• Bias checks address confirmation, anchoring, sunk-cost and groupthink risks
• Delegation briefings specify outcome, boundaries, resources, checkpoints and authority

Participants can manage conflict directly while preserving working relationships and accountability.

• Thomas-Kilmann modes compare competing, collaborating, compromising, avoiding and accommodating
• Conflict diagnosis separates interests, positions, facts, emotions and identity
• Difficult conversations open with observable facts and stated purpose
• Interest-based negotiation identifies underlying needs before proposing options
• BATNA analysis establishes alternatives, limits and negotiating confidence
• De-escalation techniques regulate tone, pace, language and immediate demands
• Repair conversations rebuild trust after mistakes, misunderstandings or broken commitments

Participants can lead people through change using structured communication, involvement and reinforcement.

• Change impact assessments identify role, process, skill and behaviour implications
• ADKAR frames awareness, desire, knowledge, ability and reinforcement
• Stakeholder segmentation identifies supporters, neutrals, sceptics and active resisters
• Change messages explain rationale, local impact, support and immediate actions
• Resistance conversations surface concerns without dismissing operational knowledge
• Quick wins demonstrate progress, reinforce confidence and maintain momentum
• Implementation reviews track adoption, barriers, benefits and corrective actions

Participants can make defensible leadership decisions when values, interests and obligations conflict.

• Ethical leadership links stated values to observable decisions and conduct
• Power sources include role, expertise, relationships, information and personal credibility
• Conflicts of interest identified before decisions, procurement or resource allocation
• Ethical decision tests examine legality, fairness, consequences and public scrutiny
• Speaking-up channels protect concerns, evidence and respectful challenge
• Fair process explains criteria, consultation, decisions and appeal routes
• Role modelling sets behavioural standards during pressure and ambiguity

Participants can convert course methods into a focused leadership development plan.

• Current leadership challenge analysed through people, task, stakeholder and risk factors
• Priority outcomes selected using urgency, impact, feasibility and strategic alignment
• Stakeholder commitments sequenced across the first ninety days
• Leadership habits translated into weekly actions, triggers and evidence
• Feedback partners selected to provide specific behavioural observations
• Progress measures track team clarity, delivery, engagement and relationship quality
• Ninety-day review plan sets learning questions, adjustments and next commitments

You should have experience leading people, projects, workstreams or cross-functional activity, or be preparing to take on that responsibility. No formal management qualification or previous leadership course is required.

Bring details of one current leadership challenge, such as an underperformance issue, project conflict, team change or stakeholder disagreement. You may use this situation to build your action plan, but confidential information should be anonymised.

It is designed for new and experienced managers, supervisors, project managers, technical leads and high-potential professionals. Participants benefit most when they have real responsibility for people, delivery or stakeholder relationships.

People management courses commonly concentrate on employment processes and manager responsibilities, while coaching courses focus primarily on developmental conversations. This course covers those areas within a wider leadership remit that includes direction, influence, judgement, conflict, change and team accountability.

The methods are designed for routine leadership tasks: setting expectations, delegating, running meetings, giving feedback, resolving conflict and gaining stakeholder support. You will leave with reusable templates and a 90-day plan linked to your own workplace situation.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours, with scheduled breaks. Time is divided between instructor input, case work, group exercises, simulations, discussion and application planning across ten modules.