Leadership and Management Course Menu

The following modules can be run as one-day stand alone courses or combined into Leadership and Management Development programmes of two days or more.

Development Programmes are designed to suit specific company needs.

Please select from the menu below and email me for more information


Course Menu:

Leadership Development:

Many of the following courses can be combined to provide a Leadership Development Programme.  The leadership element would include clarifying the difference and similarities between leadership and management, understanding the principles of employee engagement to achieve invlovement, empowerment and motivation to get the most from your people.  Understanding your own leadership beliefs, and the leadership beliefs of great leaders, undertsanding yourself and how you communicate and how you behave and the effect of that communication and behaviour on others.

In a nutshell, according to the philosophy of 34th US President Dwight D. Eisenhower “Leadership is the art of getting someone else to do something you want done because they want to do it”.

In considering this quote it might be worth reflecting that Eisenhower, as well as being 34th President of the United States from 1953 until 1961, had previously been a five-star general in the United States Army during World War II, and served as Supreme Commander of the Allied Forces in Europe; he had responsibility for planning and supervising the invasion of North Africa in Operation Torch in 1942–43 and the successful invasion of France and Germany in 1944–45, from the Western Front. In 1951, he became the first supreme commander of NATO.

We might conclude he knew a thing or two about leadership.

Please send me an email to discuss the options and possibilities of combining the modules below.

Individual Awareness:

All learning and development involves change, and all change requires that we have an idea of where we’re starting from i.e. who we are, and where we’re heading i.e. who we need to become.  An essential element of any developing leader’s or manager’s education is the growth of self-awareness.  This module brings to the fore what it is that makes us who we are and why we are so different, our strengths and weaknesses, what motivates us, where we are going and why, and the multiple roles we need to fulfil to get there.  This module is a full day and is recommended on its own or as the first step of any longer development programme.


Myers Briggs Type Indicator (MBTI):

Building on the Individual Awareness module, or running on it’s own, this module gives an excellent insight into personality differences and the way people’s inherent preferences can result in very different behaviour.  The 4 personality dimensions of the MBTI are revealing and fascinating and explain so much about the way people behave.  As a group exercise this can be an excellent team and trust building module as people learn about themselves and each other in a way that builds respect and understanding for individual differences.  The focus of this module is on understanding the 4 personality dimensions, and how they are an informative and simple way to develop behavioural flexibility and empathy with others.

An introduction to the dimensions can be given in about 90 mins, a good insight in half a day, and a comprehensive understanding in a full day workshop.  Full day workshops would typically also include the application of MBTI to particular situations such as dealing with change, or stress, or personal development.

Values Development:

Values are the things that are important to people and as such they determine people’s priorites.  People in organisations have values and they exist on three levels, their own personal values, a surface level of outwardly stated organisational values, and an underlying level of core values which are less obvious and people are often unaware of them.  The interesting thing about values is what I call the ‘values paradox’ – that everybody knows about the organisational values but people rarley act on them, most people have an idea of their personal values but they don’t get the chance to act on them, and few people know about the underlying core values yet they determine people’s decisions and behaviour hour by hour, day by day.

In this situation, the vales landscape needs to be rationalised and given meaning so they are all understood and so that when people internalise them and act on them they are behaving in the way required by the organisation.

This can be achieved through a series of values workshops and assessments and often this would form part of a wider programme or organisational change.

Coaching for Managers:

Coaching skills are the front line development tool of the manager.  They enable managers to develop people on the job to get better at their job.  Coaching enables people to feel more comfortable taking more responsibility and enables more and better delegation.  The basic principles can be covered in a half day but a full day is better, however, becoming an effective coach then takes practice and coaches should really have supervision and feedback to enable their continued development.  Extended coaching-at-work programmes can be provided to facilitate this and integrate with broader organisational learning and development objectives.

Coaching can be integrated with leadership and cover principles of employee engagement, invlovement, empowerment and motivation.  Please send me an email to discuss options and possibilities.

Time Management/Personal Effectiveness:

One of the oldest personal development tools and yet still so vitally important, for people new to the world of work and for experienced employees finding themselves under the increasing pressure of additional workloads.  This course does not deal in the detail of individual eleectronic or paper-based planners and organisers.  Rather it is a self awareness journey into the the basic principles of time management, tools and techniques for dealing with interruptions and an exploration of the personality differences, values and beliefs that effect people’s plannning style.  Preferably run as a one day workshop, attendees will get the chance to learn and appreciate their own preferences and how to develop an approach to personal effectiveness that is individually suited to them.


Developing Teams:

Groups of people work together day-in day-out all over the world and the make-up of these groups often changes so rapidly that rarely can they call themselves a team.  Performance is not always ideal, but it’s life, and people make the best of their situation and the people they are working with.   From time to time, however, it becomes particularly important that a specific group of people need to get together an ‘gel’ in a special way, a specific project, tight timescale, high level deliverables are the typical criteria requiring a high performing team.

Groups of people go through stages of behavioural development when they get together.  This is a process that happens naturally to a degree, although without facilitation teams can get stuck at certain stages and never develop to high performance.  Even so, the natural timescale for team development can be months or years and that’s usually too long to wait for high performance.

The developing teams programme can be done in a day at high intensity but is better run over two consecutive days with a residential night in between.  By the end of the second day, the group will have explored it’s approach to trust and openness, it’s rules of internal and external engagement. its decision making processes and criteria, it’s values and beliefs and expectations for behaviour, the skills, competencies, background and expertise of it’s members, and it’s core identity and purpose, and be ready to take on it’s task.


Communication Skills:

Although communication is a fundamental process in just about every leadership and management function, it is very well worth taking it aside and looking at the core concepts and principles of what makes communication effective, and what are the pitfalls that makes it go wrong.  Because it’s so fundamental, doing this course alone can have a marked effect on a person’s management and leadership ability in so many other ways.  Poor communication is so often cited as the number one problem in organisations.  As a stand alone course it is well worth spending two days on communication.  As part of a wider development programme, some of the material can be integrated into other modules meaning less time need be dedicated to communication per se.

This stand alone communication skills workshop explores the processes taking place when one or many people communicate to one or many other people.  It will answer questions such as:  How do you know when to communicate, what do you communicate, and how do you decide who to communicate it to, and of course how do you actually deliver the communication effectively?  This material integrates well with both presentation skills and coaching for managers, and should be a part of any leadership development programme.


Handling Difficult Conversations:

Difficult conversations are a real problem in organisations.  They become an obstacle to dealing with the things that really need dealing with.  Avoiding the conversation will not solve anything and in most cases it will make the matter worse. Handling difficult conversations is an inspirational and entertaining workshop that explains the psychology of our behaviour and how our mindset can cause us to avoid conversations we perceive as difficult.

A lot of behavioural science research has looked at this subject and this workshop gives you the benefit of that research in an easily digestible format.  We will spend time understanding the three elements of a difficult conversation so that delegates are able to break it down into smaller chunks.  You will then develop a simple approach or road-map to follow and have the space to develop clarity in how to follow it.

Recommended as a one day workshop:  The outcome will be an understanding of what makes a conversation difficult, how to deal with feelings, how to transform what feels like a battle into a conversational learning experience, to recognise when it is time to speak and when it is time to listen, to distinguish between emotional elements and facts, to be aware of what is being said as well as what is not, to be able to ideintify and focus on the required solution, and to discover the way to empower individuals towards positive achievement.

Presentation Skills:

Based on the fundamentals of how people listen and theories of attention, memory storage and retreival, this stimulating workshop will build, step by step, a universal model for presentation delivery that creates memorability in the minds of the audience and confidence in the minds of the presenters.  To really crack this approach two days are recommended to allow plenty of time for practical application and feedback, after which time delegates will: have a presentation road-map they can use for any presentation they ever deliver, have the confidence that comes from knowing what they’re doing and knowing that their presentation will be a good one, have their own natural style, know how and when to use visual aids and what to put on them and when not to use them, how to build rapport with an audience, and how to leave a memorable message in the minds of audience.



I’ve been on a lot of Phils programmes and always found them to be excellent, sometimes life-changing, I’d recommend them to anyone wanting inspiring professional and personal development

Brian Commercial Director, Runcorn