Stress rarely starts with the individual. It builds in workload, unclear roles, strained relationships and teams that do not feel safe to speak up. Leaders learn to spot these conditions early, act on what they can influence and escalate what belongs with HR, for a healthier team and a practical, preventative approach to psychosocial risk.
Delivered in two sessions, 4 hours and 2 hours. In between, a real team survey gives each leader their own team's data to work with, and a fixed six-month re-survey shows whether the change has held.
Most conflict training offers one script for every dispute. Leaders actually face two situations: conflict they are part of, and conflict between other people. A seven-step model, starting with regulating your own reaction, prepares them for both, so conflict is addressed earlier and relationships come out stronger.
Delivered in two sessions, 3 hours and 2 hours. Worked examples use real Talent DNA Comparison data, a clear boundary separates coaching from formal HR matters, and eight nudges over 12 weeks keep the skills in use.
Most leaders know when a performance conversation is overdue, and put it off anyway. This module gives them an eight-step arc they can repeat, so the conversation is clear, fair and constructive rather than improvised.
Delivered in two sessions, 2.5 hours and 1.5 hours. Between them, leaders use fillable templates to run the framework on two real conversations in their own team, then return to debrief. It closes with a weekly check and a monthly peer-sharing habit.
Leaders are asked to manage everyone's reactions except their own. This module starts with the leader: how thoughts drive feelings and actions, how deeper beliefs shape both, and the difference between soothing stress in the moment and building lasting resilience. Leaders leave with a clearer view of their patterns and a practical self-care plan.
Delivered in two sessions, 2.5 hours and 1.5 hours. Between them, leaders work a real situation from their own life through the model and practise care with a member of their team. Session 2 is a coaching return, and an accountability partner helps the practice continue.
Leaders either over-direct people who are ready or hand too much to people who are not. This module replaces gut feel with the D1 to D4 decision-making model, which scores personal energy and competence on separate axes. Leaders find their natural starting point in their Talent DNA and learn to say clearly how much say each person has in a decision.
Delivered in two sessions, 2.5 hours and 1.5 hours. Between them, each leader introduces the model to their own team and works two or three live decisions through it. Session 2 is a coaching return that embeds the model into everyday decision-making.
Every leader has a default, coach or mentor, yet the right choice changes with the person and the moment. Skill or Spark and a three-question filter teach leaders to tell which moment they are in, and to shift mode mid-conversation when it changes. People get the support they actually need.
Delivered in two 2-hour sessions. Leaders bring a log of five real conversations to Session 2, then enter a 90-day embedding system of weekly checks, 30, 60 and 90-day reviews and a sponsor pulse survey, the most measured in the program.
We lead through our own lens and assume others see through it too. This module sets each leader's Talent DNA beside a team member's across twelve insights in Decision-Making, Communication, Relationships and Commercial Focus. A gap of more than fifteen points marks where a different approach is needed, so coaching and delegation rest on data, not guesswork.
Delivered online in small groups of up to four leaders. A 2.5-hour first session works through live Comparison and Team Insights, then each leader applies them to one real issue in their own team. Session 2 is a 1.5-hour coaching return, with peer coaching in trios on real examples.
Kindness is often treated as a nice-to-have. This module treats it as a leadership discipline, drawing on neuroscience, psychological safety research and workplace data. Leaders assess their team's psychological safety, run a Niceness Audit and practise the courage that real kindness requires.
Delivered in two sessions with two weeks of deliberate practice between them. Leaders complete a Kindness survey, then keep a Weekly Kindness Log while applying it with one person at work and one outside it. Session 2 is a coaching return, with peer coaching in trios.
Every leader casts a shadow made of what they say, how they act, what they measure and what they prioritise. This module holds that shadow up against a real 360 from up to seven nominated voices. Leaders see the gap between what they intend and what lands, and decide what to do about it.
Delivered as a facilitated session built on each leader's Talent DNA and five principles for receiving feedback well. Feedback is collated into themes, anonymous by default, and debriefed in a private 30 to 45 minute one-to-one. Leaders finish with a written Leadership Development Plan and monthly accountability sessions across 12 months.
Emotional intelligence shows up in the moments between decisions: how a leader reacts, listens and repairs. This module builds four elements, self-awareness, self-management, social awareness and relationship management, starting from each leader's own Talent DNA Relationship Insights. Leaders leave with steadier reactions and stronger relationships.
Delivered in two 2-hour sessions. Leaders practise each element, complete a self-scored EQ survey and apply the model to one real team situation between sessions, before a coaching return in Session 2. An anonymous team check-in around 90 days later shows what others have noticed.
Hybrid and remote teams lose the cues leaders once read without thinking, from the corridor chat to the coffee station. This module rebuilds that insight with data, using Comparison and Team Insights alongside work arrangement, culture and time zone. Leaders stop applying one engagement tactic to everyone and fit their approach to the person.
Delivered in a 3-hour workshop and a 90-minute coaching return. Leaders rehearse on a real hybrid case team, redesign their own generic practices into person-specific ones, and apply the approach to two team members between sessions.
AI adoption is not settled by a tool rollout. It is shaped by how leaders behave, what they model and where they set limits. This module covers both halves: leading people through adoption, and governing use through lawful practice, risk cases and a traffic light tool for any new application. Leaders adopt with confidence and keep control.
Delivered in two 4-hour sessions, at least a week apart and ideally two. Leaders work a real team-data case study in pairs, then apply the approach to their own team's AI adoption. Session 2 closes with a coaching and review conversation that feeds each leader's development plan.
Most change efforts deliver a project and miss the people. This module treats change as continuous and concurrent, with psychological safety and wellbeing at its centre. Leaders learn a five-step path from story to sustained adoption, and use Peak Output data to set the pace for their own team.
Delivered in two sessions of about four hours each, two to three weeks apart. In the gap, leaders look up their team's Peak Output data and choose a real change to work on. Session 2 works that change through the path in trios, supported by a toolkit of 17 fillable tools.
