Founder-led training programme
Developing High-Impact Managers
Replace manager dependency with clear expectations, thoughtful delegation and accountable follow-through.
Design a practical management cadence for setting direction, delegating decisions, coaching progress and addressing underperformance without surrendering clarity or dignity.
Duration: 1 to 2 Days.
A one-to-two-day format, with the final agenda and learning depth confirmed during scoping.
Format: Public Online · Private Online · Private On-Site.
Live facilitated delivery online or in person for the agreed management cohort.
Level: intermediate.
New and experienced managers responsible for expectations, delegation, coaching and performance follow-through.
Overview
What this programme covers
Build a practical management operating rhythm that connects expectations, delegated authority, coaching and evidence-led performance conversations.
A capable manager should create clarity and momentum without becoming the answer to every question. Yet unclear expectations, hesitant delegation and irregular follow-through can make a team increasingly dependent on senior intervention. Developing High-Impact Managers helps new and experienced people managers examine how their everyday routines shape that pattern. Participants work through the management cycle: translating priorities into clear expectations, deciding what to delegate, coaching without taking the work back and responding when performance falls short. Practice centres on a realistic underperformance conversation in which facts, impact, support and accountability must all remain visible. Each participant builds a personal management cadence and delegation plan covering one-to-ones, reviews, escalation and agreed actions. The programme develops practical managerial judgement; it does not replace an organisation’s HR process, employment-law advice or responsibility for formal decisions.
Evidence standard
Evidence and learning boundaries
Participants demonstrate applied management learning through their expectation-setting exercise, delegation rationale, observed conversation practice and completed management cadence. The combined work reveals the quality of their reasoning in the session; sustained team performance and managerial conduct still require review within the organisation.
Learning outcomes
What participants will learn
Participants should leave with clearer management choices and review habits, not a promise that every people issue will become simple.
Translate a broad team priority into an expectation with a clear outcome, boundary, owner and review point.
Choose what to delegate by considering capability, risk, decision authority and the support the colleague genuinely needs.
Use coaching questions to develop another person’s thinking without withholding necessary direction or reclaiming the task.
Prepare and conduct an evidence-led underperformance conversation that preserves clarity, dignity and accountable next steps.
Build a personal management cadence linking one-to-ones, performance reviews, escalation and follow-through routines.
Programme structure
Programme modules
Four applied stages cover management purpose, delegation, coaching and a cadence for performance, escalation and follow-through.
Turn priorities into expectations
Participants take a current team priority and define what satisfactory delivery would look like. They distinguish outcomes from activity, clarify decision boundaries and identify when progress should be reviewed. The exercise exposes vague instructions that invite repeated checking, rework or competing interpretations before those patterns become performance problems.
Delegate authority, not just tasks
The cohort examines a delegation decision through the lenses of capability, risk, authority and support. Participants decide what must remain with the manager, what another person can own and which checkpoints are proportionate. They practise explaining the handover so accountability is explicit without turning review into constant supervision.
Coach without taking over
Managers practise moving between inquiry, challenge and direction according to what the situation requires. A structured coaching conversation helps them surface another person’s reasoning, test assumptions and agree action while resisting the urge to supply every answer. Reflection focuses on whether the conversation genuinely builds capability or merely delays a necessary decision.
Address performance with precision
Using an appropriately anonymised scenario, participants prepare a conversation about performance that has not met an agreed expectation. They separate observed facts from interpretation, explain impact, listen for relevant context and define support and next steps. The close connects that conversation to a management cadence for review, escalation and documented follow-through.
Audience
Who this is for
Suitable for managers with real responsibility for people, priorities or performance who can test the methods against current workplace situations.
New people managers establishing reliable routines for expectations, delegation, coaching and review.
Experienced managers whose teams still depend too heavily on them for routine decisions or problem-solving.
Technical or functional specialists adapting from personal delivery responsibility to responsibility for other people’s work.
Management cohorts able to practise realistic conversations within their organisation’s policies and authority boundaries.
Fit check
Pause before booking when
People seeking employment-law advice, an HR investigation or a decision on a live formal employee case.
Participants wanting a regulated management qualification, professional accreditation or competency certification.
Organisations expecting the facilitator to take over line-management decisions or resolve workplace disputes independently.
Delivery and pricing
Choose the route that fits the cohort
The programme format is scoped around management experience, organisational context, cohort size and safe handling of people examples.
Delivery
Live online manager workshop
Facilitated online delivery using breakout practice, structured working materials and appropriately anonymised management situations. Platform, timings, group size and accessibility requirements are agreed before the session.
Delivery
In-person cohort programme
A face-to-face format for managers who benefit from extended conversation practice and peer observation. Venue, agenda, organisational context and any policy boundaries are confirmed in writing.
Delivery
Sponsor alignment before delivery
The sponsor clarifies participant responsibilities, priority management challenges and the policies that must govern examples. The session is then shaped around capability development without turning live cases into informal investigations.
Delivery
Cadence and delegation outputs
Participants complete a personal management cadence and delegation plan during the programme. Any follow-up review, coaching or additional resource is provided only when included in the accepted scope.
£345 to £545
Public Online
The fee shown for an open manager cohort applies to its facilitation, practice resources and attendance evidence on the advertised date.
£2,900 to £3,800 / £4,800 to £6,500
Private Tutor-Led
Private pricing considers management responsibilities, team size, priority situations, chosen location and boundaries governing facilitated practice.
£129 to £199
On-Demand
The digital amount applies only when the resource identifies access length, supplied materials, operating requirements and help available to learners.
Founder-led delivery
Tobi Akiode
Founder-led management practice built around responsible delegation, useful operating rhythms and evidence-aware performance conversations.
Tobi Akiode personally leads Developing High-Impact Managers, challenging participants to connect management behaviour with operational delivery and colleague experience. The work uses structured scenarios and participant-owned examples; the facilitator supports practice and reflection but does not make organisation-specific HR, legal or formal performance decisions.
The founder who leads discovery also scopes and facilitates the programme. Written arrangements identify the cohort, format, intended practice and organisational boundaries so participants understand that the session develops managerial capability rather than adjudicating live employee matters.
Questions
What buyers usually ask before booking
Clarify the practical outputs, experience level, treatment of sensitive situations, distinction from HR advice and written delivery scope.
Is this programme only for first-time managers?
Both new and experienced managers can benefit. Newer leaders establish dependable routines; established managers examine habits such as over-involvement, ambiguous delegation or uneven follow-through. Discovery checks whether responsibilities are comparable enough for shared practice, then calibrates challenge without pretending everyone has identical experience. Shared practice still respects role differences.
What will each manager produce?
Every participant creates a management cadence and a delegation plan covering recurring an action to test, recurring conversations, escalation routes, review points and decision limits. These are workplace learning tools, not an external judgement of competence. Each manager adapts them through the organisation’s authorised practices. Authorised workplace use remains their responsibility.
Does the training cover underperformance conversations?
Yes. Managers rehearse a conversation built around agreed expectations, observable behaviour, impact, listening, support and next actions. The workshop neither gives employment-law advice nor decides a live formal case. Any actual matter continues through applicable company policy and the responsible people-management process. Practice builds judgement without replacing process.
Should participants bring real employee cases?
Realistic situations are useful, but unnecessary personal or confidential detail should stay outside the session. A case can be anonymised or replaced by an agreed scenario. Matters requiring formal intervention remain within authorised organisational procedures, and scoping establishes that distinction before practice. This protects both learners and colleagues.
How are format, dates and fees confirmed?
Your management context, participant mix, preferred setting, location and necessary adaptations are reviewed before commercial terms are prepared. The proposal then specifies the dates currently offered, applicable fee, included resources and buyer responsibilities. No programme place or delivery date is reserved until that proposal is accepted through the stated process.
Ready to choose a time?
Book a focused discovery call when a conversation is the right next step.
Use this when you want to talk through an event, workshop, service or training need and agree the practical next step. Bring the challenge, desired outcome, timing and any constraints worth considering.
Choose an Event / Workshop Discovery time
This booking captures the meeting time. Use the enquiry route instead if you need to send context, files or a detailed brief first.