Leadership Development

A 9-day programme designed to take organisational leaders through a journey of essential skills.

Time is built in between the days to allow delegates a chance to practically implement the learning.

All sessions are highly interactive (whether delivered face to face or virtually) with many practical tools that can be implemented back at work.

About Kevin

The sessions are primarily delivered by Kevin Meaney.

With a background in training and development spanning over 20 years, Kevin has run New Tricks since 2006. He works with customers including BAE Systems (Submarine Solutions), ALDI, Arriva PLC, NHS Glasgow and Clyde (Scotland’s largest employer), North East Ambulance Service (NEAS), City Hospitals Sunderland, FSDNetwork, as well as many other well known organisations.

Trained at the Disney Institute, Florida, in customer care and business strategy, Kevin has a wealth of experience working across a range of industries.

In his spare time, Kevin is Director of Training for Samaritans Northumberland.

New Tricks were awarded the BAE Systems Chairman’s Award for Innovation and have also been finalists in the prestigious Personnel Today HR Supplier Partnership Award.

Programme Content

Here is the content of the full 9-day programme.

You can opt for the full 9 days or we can customise the content and length of development to meet your needs.

Day 1

Personal Impact

Background to business

  • Organisational drivers and strategy overview
  • Organisational challenges
  • Leadership within organisations

Attitude and Optimism

  • Self-perception

 Leading People

  • Styles of leadership
  • Applying the styles in the real world
  • Session to examine a line report

Becoming Assertive

  • What assertive is and how it differs from aggression
  • Interactions with others and how this affects your ability to persuade
  • Identifying actual behaviours in the workplace

Dealing with conflict

  • Recognising conflict
  • What effect does conflict have on team performance?
  • Options for dealing with conflict

Day 2

Leading the Team

Leading the team

  • What makes a team?
  • Tuckman theory – Bringing together and developing a team
  • The leaders role in team development

Working with the team

  • Practical challenge
  • debrief

Managing Change

  • The nature of change
  • Overcoming inertia
  • Personal feelings about changing
  • Strategies for ensuring change is successfully implemented

Everyday Coaching

  • What coaching is
  • Coaching skills as a line manager
  • Using coaching as part of your everyday conversation
  • Improving team performance overall
  • Role-model good coaching behaviour

Day 3

Creating a Winning Culture

Motivating the team

  • Understanding what drives and motivates
  • The Generation Gap – exploring the different experiences and values of different age groups in the workplace

Maximising Your Time

  • Why managing time is important
  • The difference between being busy and effective
  • Tips for improving time management


  • Delegate like Duncan (Bannatyne)
  • Barriers to delegation
  • The psychology of delegation

Leading Using Stats (Organisational Stats)

  • Managing by organisational statistics, not just ‘gut feeling’

Creating Team Culture

  • Defining and creating a positive culture
  • How do others do it?

Day 4

Influencing and Negotiation

Understanding your negotiating arena

  • Analysing your current relationships
  • Overcoming barriers to progress

Your style of influencing

  • Understanding your habits and behaviours
  • Self-reflection
  • Improving relationships with others

The structure and rules of influencing and negotiating

  • Strategy and tactics
  • 6 step approach to success
  • Overcoming pressure tactics

Maintaining momentum

  • Learning to influence on a daily basis
  • Creating positive working outcomes and relations
  • Influencing upwards

Day 5

Finance for Non-Financial Managers

Key Concepts

  • VAT
  • Gross Margin
  • Sales and Margin Mix
  • Budgeting process

The Trading, Profit and Loss Account

  • Expenses and variances
  • Inventory Control
  • Stock loss, stock levels
  • Expenses and variances

Budgeting & Business Planning

  • Trend Analysis and Sales Forecasting
  • Break Even and Profit Protection
  • Balance Sheet – Assets, cash, depreciation, liabilities and reserves
  • Cash Flow Forecasting

Day 6

Project Management

Introductions to projects 

  • What is a project?
  • When to use a project structure

Project Challenge Activity

  • Project Management Model – explanation of a basic model
  • Project Management Tools

Planning to a structure

  • Project management handbook

Risk Impact Analysis

  • Why projects fail
  • Assessing risk
  • Contingency planning

 Applying Risk Analysis

Ensuring commitment of the team

Evaluating effectively

Day 7

Improving Performance through Investigation

Incidents and complaints

  • Why do things go wrong?
  • What is the impact on the business?
  • Creating a performance improvement culture

Investigation and analysis

  • Getting to the root of problems
  • Recurring themes
  • Using investigation tools

The Human Factor

  • Why do people do what they do?
  • Options for developing people

Barrier analysis

  • What barriers to failure were currently in place?
  • Assessing barrier strength
  • Creating new barriers so patient safety is improved and the risk of harm through error is reduced
  • Making processes and systems more efficient

Day 8

Resolving Conflict through Mediation

Initial Meetings

  • First separate contact with the parties in dispute
  • Ensuring success through clear information and understanding
  • Stage 1 inputs
  • Ensuring commitment

The mediation meeting

  • Setting the scene and hearing the issues
  • Exploring and working on the issues
  • Building agreements
  • Closure

The mediation agreement

  • Recording agreements
  • What if agreement isn’t reached
  • Contingency planning
  • Ethics and confidentiality
  • Mediation with managers and employees

Alternatives to mediation

  • Recognising when mediation is inappropriate

Day 9

Strategic Thinking

Defining Strategy

  • What is strategy?
  • How can you apply it to your role?

Using a 4 Part Model to analyse your market

  • Understanding the Environment
  • Assessing your Strengths
  • Analysing available options
  • Implementing Action

Dominant strategies and game play

  • Assessing the best options for action and to stay ahead of the competition
  • Calculating competitor responses
  • Making informed decisions

Creative thinking and problem solving

  • Defining problems
  • Creating options
  • Selecting the best solutions

“The New Tricks Management Academy has played a central role in improving services to our customers. It has continuously improved our managers and leaders as well as identifying and nurturing aspiring managers for the future. Kevin’s meticulous planning, delivery style and business realism is such that every member of the Management Academy genuinely looks forward to it each year. In the three years of running the course there has not been a single negative comment received from over 100 delegates.”

Richard Brook

Business Development Manager, North Tyneside Homes.

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