Lead Like a Multiplier
Some leaders drain the intelligence of the people around them. Others double it. This journey moves managers deliberately from the first group to the second.
Capability
Management & Leadership
Leadership that is practised, not attended. We build the everyday behaviours that turn managers into multipliers of the people around them.
Most leadership programmes end when the room empties. Ours are built as High Performance Learning Journeys: a diagnostic, a kick-off that involves the participant’s own manager, workshops that are 80% practice, digital missions between modules, individual sessions, and a Kirkpatrick measurement moment. The question we answer is never “did they enjoy it?” but “what do they now do differently, in front of their team, on a Tuesday?”
Programmes
What we build inside Management & Leadership
Mini MBA: Business Navigators
A condensed MasterClass MBA series for senior leadership, business fundamentals, deep business understanding, developing people, and mastering the processes that actually run the company.
Leadership Communication
Say the thing that moves people, with clarity, presence and a point of view that survives the Q&A.
From Management to Leadership
The transition from running the work to growing the people who run it, built on the Multiplier mindset, over eight weeks.
Change Management
Change fails on adoption, not on design. Two days that build the adoption muscle, starting from what the change means for each person in the room.
Team Efficiency
A leadership event for board members and senior management teams, vision, strategy and people, aligned in the same room.
Play to Win or Play Not to Lose
Strategic mindset: the difference between defending a position and creating one.
Performance Management
Agile performance management, conversations people actually want to have, because something changes afterwards.
Manager as a Coach
The single highest-leverage manager skill: asking instead of telling, built on the GROW model, with peer circles that keep it alive after the workshop.
Women in Leadership
A growth journey that turns mid-career potential into real leadership.
First Time Manager
“Growing a(long the) way”, a short learning journey that give new managers the tools and the space to practice before the stakes are real.
Our methodology
The High Performance Learning Journey
Developed with Robert Brinkerhoff, one of the leading international experts on effective learning and the evaluation of training effectiveness. Workshops are for practice, not for teaching. Everything around them exists so the behaviour survives the walk back to the desk.
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Personal commitment to the journey
A motivated person works hard at their own development. This first step needs management involvement and a picture of personal success. How it feels, how it looks, which behaviours produce it. The method used here is coaching.
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Building the knowledge foundation
Each participant receives exactly the minimum information needed to raise performance, and no more, acquired through individual study. The webinars and in-room sessions of an HPLJ are dedicated to practice, not to teaching.
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Developing and practising skills
The step where new behaviours are tested repeatedly and feedback is used as the instrument that raises performance.
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Consolidating results
The final step: newly learned skills are tested in the working environment and developed continuously through several methods, carried by the PROMOTE platform.
CLASSIC TRAINING Event-based training
2.5 in 10 participants improve their performance and sustain it
HPLJ High Performance Learning Journey
6 in 10 participants improve their performance and sustain it
Kirkpatrick research: in classic event-based training, only 2.5 participants out of 10 improve their performance and sustain it. In a High Performance Learning Journey the same research puts it at 6 in 10.
Start a conversation
Which part of Management & Leadership are you trying to build?
If you are exploring how capability building can strengthen performance across your organization, we can help you identify where the greatest opportunities for impact lie and what capabilities matter most in your specific context.
Our first conversation is exploratory. We look at your business priorities, current challenges and organizational maturity to identify where capability development could create the most meaningful and measurable value.