Leadership Training
Dr. Martens
First Time Managers Programme

Text reads: 'Award Winning'. Then includes a logo with text: Learning Excellence Awards Winner 2023. A person is walking upstairs, all you can see is their feet.

Leadership Training Dr. Martens.First Time Managers Programme. The challenge. Dr. Martens’ Global Learning and Development Lead approached PeopleUnboxed to support the development of soft skill and leadership behaviours in employees transitioning to a management role for the first time. Focus groups had highlighted a need for training in areas such as people management, effectiveness and … Read more

Learning Technology
TUI
Systems Training bespoke eLearning

view of beach from a TUI holiday destination

Learning Technology. TUI. Bespoke Systems eLearning The challenge. TUI were rolling out a new system to all retail employees (4,500) in all branches and had recognised that previous roll-outs of this type had not been well received, with training often being more about watching than getting a chance to practice using the system before its … Read more

Leadership Development
Five Guys
Full Curriculum Design

Five Guys crew members

Leadership Development. Five Guys. Full Curriculum Design. The challenge. Five Guys have grown very quickly in the UK and their strong ethos around shoulder-to-shoulder training needed to scale with the business. They wanted a full curriculum design and delivery, from Crew through to Area Managers. This included, QCs (crew trainer), Shift Managers, Assistant Managers, General … Read more

Learning Technology
Dr. Martens
Mobile microlearning

Dr. Martens store, displaying a full range of products

Learning Technology. Dr. Martens.Mobile Microlearning. The challenge. Dr. Martens’ appeal to people who possess a proud sense of self-expression. For the Highstreet sales assistants, they need to connect with the customer; on a stylistic level, understanding the wearers own individual and very distinctive style; on a practical level, matching DM’s famous durability and comfort with … Read more

Organisational Culture
Lacoste
Defining the New Normal

Organisational Culture. Lacoste.Defining the New Normal. The challenge. Lacoste chose to transition their people back to their head office when Covid-19 restrictions allowed them to do so, to support this they deployed an organisational culture programme. They recognised this as a once in a generation opportunity to define a new hybrid normal, that focussed on … Read more

The 4Ps of Candid Conversations

eLearning

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

eLearning

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

eLearning

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

eLearning

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

eLearning

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

eLearning

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

eLearning

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

eLearning

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