Leadership Development
Dr. Martens
Developing Leaders Programme

Leadership Development.

Dr. Martens.
Developing Leaders Programme.

The challenge.

The Developing Leaders Programme was an expansion of a successful initiative (Manager Essentials Programme) for first-time managers at HQ, the previous year. Due to this programme’s success, Dr. Martens wanted to expand and develop it for a more senior level of management with the Developing Leaders Programme. As well as adapting it to meet the needs of operational management, including junior and senior managers, in retail shops.

This programme needed to support and align with the company’s values through the DM Way Leadership Framework whilst addressing the distinct challenges of each group, across EMEA and the Americas.

Dr. Martens’ desire for an ‘always-on’ leadership development initiative was key in the development, to make sure it aligned with their values and culture. The programme’s objectives were rooted in empowering managers to inspire their teams, cultivate strong connections, and drive impactful results.

Dr. Martens logo
100+
HQ and retail based

The solution.

Implementation involved close collaboration between PeopleUnboxed and Dr. Martens Global Learning & Development team, Head of Talent and Retail Leadership Heads to build a bespoke solution that met the needs of each target group and embedded the DM Way Leadership Framework.

We conducted detailed assessments of leadership capabilities required for each target group. Distinct programmes were designed for: Retail Managers, Corporate Managers and Leaders and Retail Leaders. 

With cohorts spanning EMEA and the Americas, the content and delivery approach were adapted to meet the specific cultural and regional contexts and leadership challenges.

Mid-programme, Dr. Martens underwent senior leadership changes. This required agile adjustments to the content to reflect evolving business objectives and leadership messaging. Real-time updates ensured the programme remained relevant and impactful.

An immersive blended journey of six 2-hour virtual sessions, spaced across three weeks, was created. This was complemented by workbooks, microlearning, and individual coaching calls (mid, end and post programme).

We also introduced a reflection and commitment session to deepen peer-to-peer discussions.

Participants also gained access to our full eLearning suite, accessible at any time, allowing learners to revisit key concepts and explore new topics, ensuring continuous growth beyond the live sessions.

Developing Leader Programme quadrant. Showing Manager Essentials Programme for Office Development and Junior Managers Retail Manager Programme for Shop Development and Junior Managers Leader Essentials Programme for Office Development and Senior Managers Retail Leader Programme for Shop Development and Senior Managers
The Manager Essentials framework detailing the: order of programme with dates, session topics, session style (e.g. virtual classroom, coaching call or learning app). The framework sessions spell out LEADER: Leadership potential, Engaging people, Authentic communication, Delegation and motivation, Embracing conflict and Responsible leadership.

The results.

+82 NPS Score (Corporate)
Programme positively impacted how they work: 96%
Programme renewed for all target groups for another year.

How can we support you with leadership development?

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