Leadership Development
Five Guys
Full Curriculum Design

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 Managers, District Managers and Area Managers. The solution needed to address a mix of functional and behavioural training needs, and form bespoke blended programmes at each level. Delivery mechanisms needed to fit the audience from shop floor to senior leaders.

113 stores + H/O

The solution.

QC Development Programme; blend of eLearning, learner workbook and coach guide.

Shift Management Programme; workbook and 2 day course.

‘All The Way’ Assistant Manager & General Manager Programme; mixture of 2 or 3 day soft skill classroom sessions and 8 workshops that included practical hands on scenarios or on the shop floor training, as well as eLearning where required. Designed to address functional needs including Driving Success, Effective Scheduling, Financial Controls, Recruitment, People Practices, Maximising Sales, Training & Effective Comms, H&S and Food Safety.

‘High Five’ District Manager & Area Manager Programme; a year long programme with a blend of highly experiential classroom sessions, with workbooks and coaching calls to embed the learning. Topped with a Graduation Dinner to celebrate the success of these senior leaders.

Five Guys materials; the QC Development Programme workbook and a tablet with eLearning "how to deliver an unrivalled burger experience"
Five Guys materials; the Shifting Gears Programme workbook and a tablet with a learning video

The results.

Hexagon with the text: "Over 35 pieces of training designed over the course of two years, from experiential classroom to eLearning to workbooks and hands on workshops!"
Chart to show that the Five Guys NPS Score was 84% Excellent.

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