Four Programmes to Strengthen Leadership Performance in 2027
Most organizations enter a new planning year with a clear strategy. Fewer enter it with the leadership behaviour needed to execute it.
Priorities multiply. Managers interpret direction differently. Pressure narrows decision-making. Talented people stall below their potential contribution. None of this shows up in the strategy document, but all of it shows up in performance and productivity.
As organizations plan for 2027, the question is not only what the priorities are, but whether leaders at every level have the capability to deliver them. The four programmes below each address a different point in that system: the leadership team that sets direction, the senior leaders who carry it under pressure, the managers who translate it into daily execution, and the women in middle management who represent a significant and often under-developed source of future leadership.
Each programme stands on its own and is tailored to your organization’s strategy, culture and performance context.
- Strategy to Execution
- Emotional Intelligence for Leaders
- Grand Prix for Managers
- Ignite: Women’s Leadership Programme
From Strategy to Execution
For: senior executives, leadership teams and strategy owners
Format: two days, face-to-face or online
Most leadership teams know where they want to go. The harder part is getting every team moving in the same direction and keeping them there all year. When priorities multiply and KPIs lose meaning, the cost is wasted effort, slower delivery and missed targets.
This two-day workshop moves the leadership team through a structured sequence. Day one reviews the past year’s objectives and KPIs, surfacing what drove impact and where execution stalled, and builds the trust needed for candid debate. Day two agrees the three to five objectives for the year ahead and translates them into measurable OKRs and KPIs.
Leaders leave with:
- Three to five company objectives with draft OKRs and KPIs
- A named owner for every objective
- A cascading model that links every team to the strategy
- A weekly and quarterly review rhythm that holds all year
The timing matters. Organizations that wait often spend the first quarter clarifying goals instead of executing them.
Emotional Intelligence for Leaders
For: senior and mid-level leaders operating under sustained pressure
Format: EQ-i 2.0 assessment, two days, optional 1:1 coaching
Under pressure, technical expertise alone does not sustain performance. Where emotional intelligence is under-managed, the cost shows up in poorer decisions, strained relationships, disengagement and attrition.
This programme treats emotional intelligence as a measurable leadership capability. Every participant completes the EQ-i 2.0, a validated assessment published by MHS, before the workshop. Their personal report provides an evidence-based baseline that grounds the two days that follow.
The programme builds three core capabilities:
- Self-awareness: understanding emotional patterns, triggers and their impact on others
- Emotional regulation: staying composed and responding with intent in high-stakes moments
- Social awareness: reading the emotional tone of situations to build trust and influence
The programme has been delivered to 500 leaders at a Big Four consulting firm in India. Optional 1:1 coaching helps each leader apply the learning in their own context and sustain behavioural change.
Explore Emotional Intelligence for Leaders
Manager Grand Prix
For: people managers, from newly promoted team leaders to experienced middle managers
Format: five two-day laps, one a month over five months, fully modular
Managers carry a disproportionate share of execution risk. Strategy is set above them, but delivery depends on how well they think under pressure, influence peers, develop their people and hold teams steady through change. Classroom learning alone rarely closes that gap.
Manager Grand Prix runs as five laps, each building on the last:
- Thought Leader: structured thinking and emotional intelligence for complex situations
- Influential Leader: trust, psychological safety and influence without authority
- People Leader: understanding what drives people and developing them through coaching
- Change Leader: guiding people through transition and setting clear direction
- Accelerating Results: reviewing evidence of behavioural shift through peer feedback
Short field assignments between laps mean every skill is tried at work before the next lap begins. Each lap draws on established models, including the Cynefin framework, the Trust Equation and Bridges’ Transition Model.
Every lap is self-contained, so investment can be targeted. Emerging leaders might take Laps 1 and 3 over two months. Middle managers might take Laps 2, 4 and 5 over three. Any single lap can run as a two-day intensive for a specific team challenge.
IGNITE: Women’s Leadership Programme
For: women in middle management preparing for senior enterprise or people leadership
Format: 12 monthly virtual modules, group coaching and a CliftonStrengths assessment
Many organizations lose women from the leadership pipeline at middle management. The causes are rarely about capability. They sit in less visible factors: limited access to sponsors and networks, uncertainty about personal brand, and barriers to advancement that go unnamed. The commercial cost is a narrower pool of future leaders and the loss of experienced talent.
IGNITE addresses this through sustained development rather than a single workshop. Originally designed for a financial institution, it runs over 12 months. Each monthly module is delivered as two 90-minute virtual sessions, so cohorts can bring together women from different sites, regions and functions.
The programme is anchored by two elements:
- CliftonStrengths: an evidence-based view of each participant’s natural talents, debriefed in Month 2
- Project ME: a personal development plan built across the year and presented to the cohort, alongside each participant’s Big Hairy Audacious Goal
In between, modules cover personal credibility, executive presence, influence, challenging conversations, leading change and decision-making. Two group coaching sessions with a senior coach keep the learning personal and applied.
Participants leave with a personal leadership philosophy, a network of allies and sponsors, and an owned plan for the next stage of their career.
The Four Programmes at a Glance
Every programme follows the same structured approach. We align on your objectives, diagnose where capability gaps sit, design from that evidence, and review impact with you afterwards so that improvement is demonstrated, not assumed.
Find the Right Fit
Each programme can be tailored to your sector, leadership structure and strategic context, and delivered across the UK, Europe, the Middle East and India.
If you are planning leadership development for 2027 and want to discuss which programme fits your priorities, start a performance conversation with our team.
You may also like...
A strategy planning session usually ends with a deck and a shared sense of direction. Here is what a leadership team should leave with to...
VIEW ARTICLE
World Mental Health Day 2026 asks whether people's experiences are genuinely heard. In most organizations, that starts with how leaders respond when someone speaks up,...
VIEW ARTICLE
Social value commitments on public sector tenders often end up as afterthoughts. But when they're specific, locally relevant, and backed by real financial benefit, they...
VIEW ARTICLE
