Organisational Culture
Respecting Individuality

2 people, with linked arms, walking down a street. One of them is holding a lead with a dog.

Organisational Culture. Riverstone.Respecting Individuality. The challenge. At Riverstone bringing their beliefs to life, is the key to ensuring they make sure people can live the life they want to live. One part of this, is their mission of ‘Respecting Individuality’, which covers: Equality, Diversity and Inclusion, Unconscious Bias, Cultural Intelligence, challenging ourselves and others and … Read more

Organisational Culture
Digital Gurus

Text reads: 'Award Winning'. Then includes a logo with text: Learning Excellence Awards Winner 2023. 2 people who are wearing McDonald's uniform.

Organisational Culture. McDonald’s.Digital Gurus. The challenge. Modern-day customers want easy, convenient, and personalised experiences. So, McDonald’s created their ‘MyMcDonald’s Rewards’ customer app to drive digital adoption, build brand trust and help create lifetime customer loyalty. Technology is changing the way we do things and the way we want to do things; learning should be no … Read more

Learning Technology
The Bread Factory
SOP Guides

Text reads: 'Award Winning'. Then includes a logo with text: Learning Excellence Awards Winner 2023. A trolley filled with pastries from The Bread Factory, with a staff member pushing it.

Learning Technology. The Bread Factory.Standard Operating Procedure (SOP) Guides. The challenge. The Bread Factory (TBF) approached PeopleUnboxed for learning technology ideas around transitioning from a paper-based, disjointed training system into a scalable, visual, and easily maintained digital solution for their factories. With 1,000 employees spread across nine business units, 92% of whom had English as … Read more

Organisational Culture
Rentokil Initial
Mental Wellbeing and Resilience

Rentokil Initial employee sat at a table infront of a computer, talking to another person.

Organisational Culture. Rentokil Initial.Mental Wellbeing and Resilience. The challenge. Rentokil Initial had seen significant absences due to mental illness, with an increase year on year in 2019, 2020 and 2021. Absences due to depression, stress or anxiety equated to about a quarter of all absences. The true number of cases was estimated to be far … Read more

Leadership Development
Development Programme

Text reads: 'Award Winning'. Then includes a logo with text: Learning Excellence Awards Winner 2023. People sat around an office table, a TV screen displaying a video meeting.

Leadership Development. Mactavish.Development Programme. The challenge. As a rapidly expanding company, with staff numbers tripling over 2022, Mactavish wanted to ensure a consistent level of service for their clients, and to establish clearly defined leadership development pathways to support this.  As a client focussed business, relationships with clients were crucial to their success. As such, … Read more

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation