Leadership Development
Five Guys
High Five

Leadership Development.

Five Guys.
High Five Programme.

The challenge.

This leadership development programme was part of the overall curriculum design, aimed at the ‘DM’s’ or District Managers. These are senior managers who run a group of stores and report into Area Managers. This programme needed to be tailored towards developing the leadership skills of the future as these managers progress through their careers. It needed to be highly interactive and effectively embed the learning over time.

H/O & regional

The solution.

A year long blended programme with a cohort of 20, designed to transition them as talent for the future.

4 classroom sessions as the pillars of the programme; highly experiential and interactive, bringing ideas and theory to life as well as focussing on learning about themselves and learning from each other. Each session started with them presenting their own challenges and successes since the last session.

Interspersed with post course workbooks to challenge embedding the learning in their roles, and coaching calls in between each session to connect with our facilitator and guide their learning.

Finished with a Graduation Dinner to celebrate successfully completing the programme.

Examples of some the materials PeopleUnboxed created for Five Guys High 5 Development Programme

The results.

Chart to show the 'Knowledge level rated 1-5' move from before and after programme
Pie chart 1 reads: "Impact of experiential learning 97% positive" Pie chart 2 reads: "Transferability 97% positive"
Class full of Five Guys learners doing the High 5 programme, the screen is on a slide for 'Micro-Presenting'
Learners from Five Guys who took part in the High 5 Development Programme, Day One

How can we support you with leadership development?

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