The ‘Ted Lasso’ Way

The Ted Lasso Way

I have become a little obsessed with this person, and it turns out I’m not the only one!

When delivering leadership programmes I always ask the learners for a famous leader (real or fictious) that inspires them. There are the obvious names that often come up such as the Obamas, Nelson Madela, Sir Alex Ferguson or Professor McGonagall and rightly so. However, there is one name that has started to repeatedly pop up time and time again. Enter Ted Lasso.

Yes, he is a made up soccer coach of the fictious Richmond FC from the hit Apple TV show of the same name, but there is something about his leadership that seems to inspire many. There’s a certain passion and loyalty that is stirred up when our learners explain why they have picked the American.

This got me thinking, there must be some key learns from Ted Lasso we could share with our network. So let’s take a deeper look at what we can learn from the great coach himself:

Here are our my five management lessons from Ted Lasso:

  1. Relationships matter: Ted is all about having meaningful relationships with his key stakeholders. Whether that is his boss, his coaching staff, the players, the fans, external stakeholders (like the press) and even competitors. He puts a real emphasis on the importance of building strong relationships. He does this by using emotional intelligence and taking the time to understand each person’s strengths, weaknesses, and motivators. We also see how his patience pays dividends throughout the series.
  2. Be vulnerable: Some leaders feel they have to be superhuman to be effective. Ted doesn’t. In fact, he isn’t afraid to admit his mistakes or seek help from others. According to DDI’s 2023 Global Leadership Forecast¹, employees are 5.3 times more likely to trust their leaders if they regularly show vulnerability. Coach Lasso shows vulnerability by regularly opening up, which allows his stakeholders to relate to him better. This approach fosters a culture of psychological safety, where individuals feel comfortable admitting their own mistakes and seeking assistance when needed.
  3. Believe in others: A key motto throughout the series is ‘Believe’. Ted demonstrates this from the offset, believing and trusting his team members to perform their roles effectively. He doesn’t try to micro-manage, rather sees the capabilities within the people around him and provides them with opportunities to grow. By believing and empowering others, he encourages personal development and allows the team to flourish.
  4. Create an inclusive and diverse culture: Ted values inclusivity and diversity within the team. He creates an environment where everyone feels welcome and respected, regardless of their background or abilities. According to McKinsey² organisations that identify as more diverse and inclusive are 35% more likely to outperform their competitors, and this is a lot easier to create with leaders who really buy into it. Furthermore, it is what most of the young workforce want, as Deloitte³ found 74% of millennial employees believe their organisation is more innovative when it has a culture of inclusion, and 47% actively look for diversity and inclusion when sizing up potential employers.
  5. Lead by example and with authenticity: Ted Lasso is his true self. His values and personality are easy for everyone to see. No politics or ‘playing the game,’ Ted shows his true self and what he stands for. He demonstrates hard work, a positive attitude and determination, motivating his team members to follow suit. He remains optimistic, regardless of failures, challenges or setbacks. This ‘unreasonable positivity’ is infectious and creates a more supportive and motivated environment, allowing individuals to not only perform at their best but enjoy and thrive at their place of work.

The Ted Lasso way might well be fictitious, but if he keeps being talked about in our current leadership programmes with such high regards, we might just have to create a Ted Lasso themed programme. I know I wouldn’t need much convincing!

If you enjoyed this blog, then feel free to drop me a message on LinkedIn, you can also find out more about our leadership programmes that can help you learn or develop these top skills by clicking here.


¹DDI:  Global Leadership Forecast research

² McKinsey: How diversity, equity, and inclusion matter article

³ Deloitte: The Radical Transformation of Diversity and Inclusion research

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