Leadership Training
Dr. Martens
First Time Managers Programme

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 productivity; our solution needed to expand knowledge and skills in these areas, build confidence to perform this crucial role, and springboard to a successful management career.

Dr. Martens signifies rebellious individuality and the programme needed to match up. We designed the First Time Manager Programme (FTMP), a truly blended, multi-modal, unique learning solution, offered by no other provider, called ‘BundleBoxBlend

The aims of the programme were defined as:

  • Increased confidence in managers to build autonomy
  • Higher engagement and staff satisfaction within the team members managed by delegates
  • Increased efficiency and effectiveness within the teams managed by delegates

The solution.

The programme consisted of: virtual classroom sessions, online courses, coaching calls, learning app quizzes and e-workbook activities to embed and apply their new knowledge within their day-today work environment. 

Beforehand, we consulted end users about how they best learn and what they wanted to achieve from the programme. We undertook an instrumental pilot cohort that allowed us visibility and led to some minor but impactful changes for the overall success, including amending the regularity of the modules and replacing one of the skills modules.

In addition to technology being instrumental in virtual delivery, pre-course elearning and interactive pdf e-workbooks, the most innovative element of the programme was the use of spaced repetition learning app, to embed the learning for lasting impact.

The 6 topics were split into LEADER modules: Leadership potential, Engaging people, Authentic communication, Delegating and motivation, Embracing conflict and Responsible leadership.

As effective pre/post interventions were key to achieving the desired impact and return on investment, delegates were given access to relevant micro-elearning courses to gain a basic understanding of topics prior to virtual sessions.

Dr. Martens provided an internal dedicated mentor to each delegate and an active liaison for a portal where all content was accessible and provided a safe place to ask questions, share advice and discuss real life examples.

The design of this programme had maximum engagement and impact at it’s heart.. 

BundleBoxBlend includes: eLearning, virtual classrooms, workbook, coaching calls and MemoryBox (learning app).

The results.

Text reads: Rollout continues for First Time Manager programmes globally across 2023.
Text reads: 89% increase in “level of knowledge on topics covered”, with knowledge retention improved by 14%!

How can we support you with leadership development programmes?

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