Mental Model Mastery helps your leaders unlearn their previously unnoticed unhelpful assumptions around “leadership” and what it means to be a leader. I’ve found, repeatedly, that this is where all leaders’ problems start. So Mental Model Mastery reveals what they’ve believed about leadership and the purpose of a leader until now and the problems those beliefs cause. Then it helps them replace those beliefs with a practical four-dimensional model, allowing them to pay more skilful attention to what matters most. This means they can create a practical action agenda with their colleagues based on their real-life context, that is, what’s really happening among employees, customers and competitors, not what they assume is happening.

Self-Mastery tackles the problems created by your leaders’ limiting beliefs. Above all, their limiting beliefs about other people and themselves. Both put brakes on their ability to grow themselves as leaders. They reduce their behavioural flexibility and skill. They lower their resilience, hacking away at their energy and enthusiasm. And they damp down their unique leadership presence, sometimes hiding it altogether, making it harder to inspire others, notably in times of change. Self-mastery isn’t easy, but its benefits are transformational and long-lasting. Not only will it enable your leaders to choose their reactions under pressure (rather than be caught by old habits), they’ll be able to express the genuine “them” under pressure. The result? They’ll connect with and influence people with greater power, skill and authenticity than ever before. Especially when they have to lead wide-scale change.

Knowhow Mastery is about gaining the key technical knowledge and skill most leaders lack as they address what I call the four dimensions of leadership: Motivating Purpose, Task Progress & Results, Group Unity and Individual Attention. In my experience only four areas really matter. One, motivation: how to mobilise your colleagues’ inner drive to achieve outstanding results. Two, time management: goal-setting and using your time well under pressure. Three, group psychology and team-building: understanding why groups and teams fail and using three new models to create and maintain teams, especially leadership teams. Four, leading change: knowing how to craft and put across a vision while using my research-based Spiral Waves model to create contagious change in your organisation.