Personal Development › Developing your People

Developing your People

A valuable and long-lasting toolkit that will help your managers get the best from their people

This is a sample learning overview that we can design and deliver specifically for your organisation.

One critical element of your managers' role is the capability to develop their people. They may operate as highly effective individuals without this capability, but will not be able to create a high performing team that pushes the organisation towards fulfilling its strategy and objectives. 

We have a wealth of expertise and experience in helping managers and leaders develop their people. We can work with them to provide a clear understanding of what development means and its importance. We can provide a valuable and long-lasting toolkit that will help them get the best from their people. Our learning often covers a range of topics from giving feedback and succession planning to effective listening  and coaching skills. Take a look at the sample learning below and call us to discuss your requirements.

Participants on such a programme will:

  • Help their people define and commit to the team’s vision and mission 
  • Know how to help their team work as ‘one’, take a shared responsibility for success, break down barriers, share knowledge and learn about each other’s roles 
  • Create an atmosphere of stability and harmony back in the workplace
  • Discover ways to develop and enhance self-awareness within their team
  • Improve communication between their people
  • Bring a positive attitude to their work and to their relationships with each other 
  • Build a team culture based on personal accountability and responsibility 
  • Ensure the whole team is fully aware of how they come across – and of how their behaviour has an impact on colleagues, on performance and on the success of the company 
  • Achieve a consistent level of excellence in service delivery – and in being professional, helpful, responsive

View typical programme content


A typical programme may include:

What is development?

  • Ways of developing people
  • Establishing clarity on definitions and meaning of jargon
  • Analysis of own development

Expectations of managers/leaders in developing their team

  • What makes appropriate/inappropriate behaviour in this area
  • Understanding the impact of behaviour in developing people

How people learn and develop

  • What needs to be in place
  • Motivation – what makes the difference
  • Managing expectations whilst maintaining motivation

Coaching for success

  • Skills and qualities of an effective coach
  • Coaching ‘through the job’
  • GROW: a powerful model for successful coaching 
  • The power of setting goals that are P3 – Personal, Passionate and Practical
  • Helping your coachee to explore current realities, options and possibilities 
  • Supporting them as they map out their way ahead – the things they will do 

Questioning and listening 

  • Being fully present and responding in the moment 
  • Being selfless, open, accessible and available
  • Objectively assessing what people say
  • Understanding contributions from their point of view
  • Absorbing, reflecting and summarising


  • Constructive challenge – not empty conflict
  • Moving away from oppositional ‘Me right, you wrong’
  • Seeking first to understand the ‘why’ – the reason for the difference
  • Finding areas of common ground

Directive behaviour

  • Setting goals and objectives
  • Organising work, clarifying roles and assigning job priorities
  • Showing or telling how to do a job
  • Setting timelines
  • Deciding on evaluation methods and checking work

Supportive behaviour

  • Listening to the team
  • Praising and encouraging
  • Asking for input
  • Talking about operations as a whole
  • Disclosing information
  • Problem-solving with the team

Building a trust-based relationship

  • Believing that others have valuable ideas and insights
  • Helping your people to organise their thoughts and to articulate ideas
  • Recognising, validating and building on the value they bring
  • Showing empathy and understanding 

Agreeing performance standards and objectives

  • Intentions, performance standards and objectives - the vital differences 
  • Guidelines for setting and agreeing SMARTER objectives
  • Helping them to have real ownership for their own goals and objectives 
  • Personal accountability, follow-through and follow-up

Handling difficult situations and delivering difficult messages

  • Maintaining integrity: dealing in honesty and truth
  • Blocks and barriers in developing people

Giving meaningful feedback 

  • The role, purpose, importance of feedback
  • Guidelines for giving performance-enhancing feedback 
  • Providing an evidence base for what you say
  • Being clear and unambiguous in what you say 
  • Preparing for coaching feedback 

Managing careers and succession planning

  • Practical and realistic ways to help individuals consider their careers
  • Planning development to ensure continuity of supply of talent
  • Building ‘bench strength’

Application planning for your team

  • What is needed?
  • What will you do?
  • Your personal development plan




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A wide range of learning methods ensures we deliver learning that is appropriate, specific and drives sustainable change.

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