Leadership Development
We hold a catalogue of more than fifty development modules and more than ten established programmes built from them. Some clients take a programme exactly as designed. Others start from one and adapt it. Others assemble something specific from the catalogue. All three are normal.
Worth deciding which of these you want before you start, because it changes cost, lead time and how much of your own material we need.
Each is a complete learning journey: orientation, a selection of modules, assessment and debrief, facilitated small-group reflection, and coaching.
Most requested
Managers and teams putting AI to work
Most AI training explains what the technology is. This works on what to do with it: where it genuinely helps in your role, where it gets things wrong while sounding certain, and how to tell the difference. Participants work on their own tasks rather than case studies, and leave with things they have built and tested.
Practical and task-based · teams or mixed cohorts
New and frontline managers
The move from doing the work to leading it is the hardest transition most people make. This builds the mindset and the few skills that decide whether a new manager engages their team or quietly loses it.
14 modules to choose from
Managers of managers
Caught between the executive team and the front line, with competing priorities from functions they do not control. Concentrates on influence, cross-functional delivery, and keeping teams committed to a strategy they did not write.
16 modules to choose from
Intact teams and their leader
For teams where the individuals are capable but the group is not. Runs with the whole team and their leader together, working on how decisions get made, how disagreement is handled, and what has stopped being said out loud.
5 modules to choose from · runs alongside leader coaching
Leaders, managers and their teams
Change is continuous now rather than a series of events, and the older models do not hold up well. Practical tools for leading through it: what to say, what to decide, and how to keep a team productive while the ground moves.
7 leader modules, 5 team sessions
Identified future leaders
Identifying high potentials is straightforward. Keeping them is not. Stretches them, gives them visibility, and builds the leadership skills the organisation will need from them in three years.
12 modules to choose from
Female leaders and their managers
Addresses the competencies and beliefs common to women who successfully lead their own careers. Includes a module for line managers, because progress rarely happens without them.
9 modules to choose from
Behind the programmes sits a library of more than fifty standalone modules, grouped into four areas of leadership behaviour. Modules run on their own, combine into a bespoke journey, or bolt onto an existing programme to cover something specific.
That structure is why different cohorts in the same organisation can follow different routes without commissioning separate programmes for each.
Where you want coaching to become part of how your managers lead, we run ICF-accredited coaching skills programmes at three levels.
A significant part of our work is designing and facilitating leadership team offsites. These are not training programmes moved to a hotel. Each one is built around a specific organisational challenge the leadership team needs to resolve, and the design starts from your objective rather than from a curriculum.
Because the problems are rarely single-discipline, offsites usually draw on several of our capabilities at once: leadership development content, executive and team coaching, assessment to establish where the team actually stands, and advisory input where the question is structural. That combination is the point.
Every offsite is customised. We do not have a standard two-day agenda waiting to be booked.
Programmes run in Vietnamese or English, in person or online. The facilitators are based in Vietnam and across APAC.
People forget most of what they hear in a workshop unless they use it. So we space the sessions out, give participants real work to apply in between, and include coaching between modules as part of the programme, not as an extra.
Before we start, we agree with you what should change, in how people behave or in business results, and we measure against that. If an assessment runs at the start, it gives us the baseline. A feedback form on the last day does not tell you whether anything changed.
One of Vietnam's largest fast-moving consumer goods companies, part of a global group
The company was moving from a matrix structure to five independent business units and aiming to double in five years, the largest change in its ten year history. Senior leaders had to grow into that complexity, and middle managers had to learn to lead through it rather than around it.
Two programmes running together. A six month executive coaching track for fifteen senior leaders, delivered by ICF-accredited coaches in both English and Vietnamese with stakeholder alignment before and after. Alongside it, a two day Coaching Conversations workshop run to three cohorts of mid-level leaders, with six rounds of practice coaching and live feedback, recognised by the ICF and HRCI for continuing education credit.
Every participant reported satisfaction with their coach, the majority very satisfied. Every participant reported a demonstrated change in their own behaviour as a result of the coaching, and 92% rated what they learned above average or better.
The Vietnam office of a global trading and investment group
A group of senior managers was being prepared to deputise for the general manager and lead across departments rather than inside one. Each brought deep technical depth and needed to learn to influence without authority.
A group coaching journey built on the client’s own leadership model, opening with a Profilor assessment and debrief, then themed sessions on leading change, cross-functional teamwork, working with diversity and building relationships, with alignment meetings before and after.
One of Vietnam’s leading internet and technology companies
A fast-grown technology business needed its first-line managers to lead people as well as they had done the work, and its hiring managers to select with the same rigour. The capability had to be built at scale, cohort after cohort, in Vietnamese.
A partnership running from 2021 to 2023. It began with interview and selection skills for HR business partners and hiring managers, then moved into a First Line Manager journey delivered to successive cohorts on the client’s campus: six half-day sessions per cohort, from understanding yourself and your team through stakeholders, delegation, feedback and team performance.
The two 2023 cohorts alone took more than forty managers through all six sessions, with overall satisfaction averaging 86% and 88% by cohort in the client’s own session surveys.
Decide before you start, because it changes cost, lead time and how much of your own material is needed. Running an established programme as designed is fastest and lowest cost. Customising adapts its content, examples and cases to your organisation. Fully tailored journeys are assembled from a catalogue of more than fifty modules.
An offsite is not a training programme moved to a hotel. Each one is designed around a specific organisational challenge the leadership team needs to resolve, starting from your objective rather than a curriculum, and usually draws on coaching, assessment and advisory input as well as leadership content. There is no standard two-day agenda.
Agree what should be different before the programme starts, in behaviour or business outcome, and measure against that. Where assessment runs at the outset, it provides the baseline. Satisfaction scores collected on the last day tell you very little about whether behaviour holds after the programme ends.
Describe what you are dealing with. If we can help, we will explain how.
