Leadership and People Skills

We believe that strong relationships are at the heart of leadership. This is why our programmes are underpinned by a coaching approach to leadership. We have seen that people learn best when they get a chance to practise and make it their own. We therefore ground our content in theory, provide useful tools and then make space for a lot of practice. Our programmes can be delivered via blended learning, which includes face-to-face modules, virtual modules and e-learning modules.

Leadership Programmes

Confidence to lead diverse teams in an increasingly complex global environment

Coaching Skills for Managers

Great leaders know how to have effective conversations with their team

Virtual Teams

Gain skills to lead effectively and inclusively in a virtual remote work environment

Multi Generational

From Baby Boomers to Millennials, lead teams effectively and inclusively

Speaking at Work

Put you and your message across, engage and inspire others when presenting at work

What happens when managers coach

Jean Balfour explains the benefits of using a coaching approach when managing people. The quality of the relationship between a line manager and their employees is key element of the workplace. A coaching approach puts the employee at the centre. It sees the employee as a capable person who's responsible for their own learning and development and their performance in the role.

Leadership Programmes

It is often said that ‘people leave managers, not organisations’. Yet often we trust leaders and managers to know how to lead with little or no specific skill development.

New managers are appointed for their technical skills. However, they often need core leadership skills too. More experienced leaders will always be learning on the job. They are able to contextualise their learning and develop to be emotionally intelligent.

We tailor programmes to develop new leaders and to further develop more experienced leaders. Our leadership programmes can be designed to include 360 feedback, coaching before and after the course, and online or virtual learning opportunities. We can also include psychometric tools as a part of leadership development.

Managers leave our leadership programmes feeling ready and able to build constructive relationships with their teams. They have the skills to lead in increasingly complex and global environments.

Core Management Skills include

  • Getting the most of your team
  • Running effective meetings
  • Delegating
  • Managing the performance cycle
  • Recruiting and interviewing skills
  • Communication skills
  • Having difficult conversations
  • One-to-ones and appraisals

Advanced Leadership Skills include

  • Developing strategic influencing
  • Building high performing teams
  • Leading global teams
  • Managing change
  • Developing Emotional Intelligence
Suitable for managers of all levels
Some of the material can be delivered virtually
Available from a half-day programme to a 5-day programme

Coaching Skills for Managers

When managers coach, rather than instruct and direct, research has shown that employees learn faster, perform better, deliver more and get a real sense of accomplishment and growth. Managers who coach have highly engaged teams.

In our coaching skills programme we provide a practical learning experience of coaching. We build up from the core coaching skills towards understanding key psychological principles.

Participants report being confident to use a coaching approach, even after a short course. Those from the 3-day course, experience a significant change in their leadership style.

We also offer a version of the course that focuses on supporting female employees in the unique challenges that women face in the workplace.


  • Build confidence in listening and questioning
  • Become adept at asking incisive and inquiring questions
  • Provide effective feedback
  • Motivate others
  • Develop others
  • Use a coaching model
  • Use a coaching approach in a range of work related settings e.g. at a person’s desk or in team meetings
  • Apply accessible psychological models

Suitable for managers of all levels
We run 1, 2 and 3-day coaching skills programmes

Managing Virtual Teams

It’s fair to say that everyone today is working virtually, not only people who work across countries and time zones. Research shows that it is not physical distance that impacts people when they work remotely, but other factors such as inability to form an interpersonal connection. It is common to think that technology is at the centre of the virtual workforce, yet people and the relationships between them are at the centre and have the most impact on performance.

Leading inclusively in a virtual work environment means to be aware of, and look out for, these hidden traps. It means to consciously use a defined set of interpersonal skills to bridge the gaps that the technological work environment created. An effective virtual leader can ensure that all team members are part of the group process, as well as individually heard, even if they are not working at the same physical location.


  • Know the risks and opportunities as shown in research about virtual teams
  • Understand what makes a virtual team successful
  • Gain confidence to lead individuals at distance effectively
  • Apply inclusive leadership principles to virtual teamwork

Suitable for managers of all levels
This workshop is delivered virtually

Managing Multigenerational Teams

In today’s workplace, there are at least four generations working side by side. This presents a significant opportunity for collaboration - sharing knowledge and experience and using it to solve problems. It also presents a challenge in the form of generational tension. It is up to the manager to mitigate the challenge and make use of the benefits.

Perceptions and expectations of work differ from one generation to another. This is also true of how they prefer to be managed, what motivates them and challenges them. An inclusive manager will know how to observe and listen to each age group - from baby boomers, through Generation X and Y, to Millennials - as a channel of diversity. They will be aware of their own age bias and be able to see the individual rather than the stereotype.


  • Become familiar with research about age groups at work
  • Be aware of your own areas of age-group bias
  • Relate with and manage individuals from an age group different from your own
  • Create a collaborative working environment based on knowledge sharing and respect

Suitable for managers of all levels
Some of the material can be delivered virtually
We run a half-day and 1-day programme

Speaking at Work

We know from neuroscience research that we are 'programmed' to feel fear when we stand in front of an audience. At work, many of us are required to present, in a variety of different contexts. Few people approach this with confidence and for the rest, it is a learnt skill.

Working with an actress from London's West End with 30 years' experience on stage and TV, using a very experiential approach, we build people up to feeling courageous about speaking in meetings and to groups. We use storytellling as an approach to building skill and confidence.

Participants learn to be authentic when they are speaking to groups. We believe that this equips them better to connect and engage with their audience.


  • Know how to manage nerves and understand the neuroscience behind it
  • Build confidence to speak in meetings
  • Learn to use presenting skills
  • Identify how to use a story to design work related presentations
  • Receive voice coaching in a group and one-to-one
  • Be yourself when speaking in public and keep connected to your own personal style

Suitable for all people
We run 1 and 2-day programme

Recent blog posts

Think Equal, Build Smart, Innovate for Change

To change the conversation on gender inclusion in the workplace we need a fresh point of view. What is already going well and what can we learn from it?

To Create a Coaching Culture at Work - Start with Ask

How do you build a coaching culture and can we do it quickly? Start with asking your team some questions.

But I Like Change, Don't I?

Changes at work are plentiful and unless we pay attention to the psychological process of transition, we can end up getting stuck.

How do I find time to coach as a manager?

Managers who use a coaching approach ask instead of tell, they not only encourage their team to solve their own problems, they also believe they can.

Are You Politically Savvy?

Organisations are political and we cannot avoid organisational politics if we want to both be successful in our roles and in our careers

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