Leadership Development
Development Programme

Leadership Development.

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, a need for personal effectiveness and soft skills training was an essential inclusion within the development pathways mapped out.

PeopleUnboxed were asked to support with development of both the leaders and employees of the business, and were starting from scratch.

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The solution.

A bespoke recommendation was made for the business, based on business outlook, future goals and perceived opportunities.

Five key foundations underpinned the training: cultural fit, relevance, contextualised, rounded and blended.

The plan was broken into two sections: employee development and management development.

We designed and delivered a suite of face-to-face classroom training sessions to support the development of practical and soft skills across the employee base.

For employees: there were 15 different three-hour sessions available to choose from and they were encouraged to attend no more 4 courses across the year, to ensure they were able to apply the learning from each course.

For management: the programme ran over a period of 10 months for a cohort of 12 managers and team leaders. These sessions, covering a range of leadership topics, were broken down to 10 x 3-hour face-to-face classroom sessions, held monthly.

Digital self-assessments were also used within the sessions where relevant.

Experiential learning activities were created and used in the majority of sessions, to help with understanding of key principles and consequences.

All classroom sessions were created to be engaging, interactive, and provided practical tools and tips to use back in role. 

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The results.

A dark red hexagon with '+50 NPS Score' within it in white text.
More knowledgeable & confident 89% positive
A dark grey hexagon with 'Rollout continues for both programmes across 2023' in white writing inside.

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