Founder-led training programme
Leadership & Performance Mindset
Lead with steadier judgement, constructive behaviour and sustainable personal routines when pressure rises.
Build a personal leadership performance system that helps you notice reactive patterns, reframe unhelpful thinking and protect decision quality without relying on short bursts of intensity.
Duration: 1 Day.
One-day applied programme with reflection, decision practice and an implementation close.
Format: Public Online · Private Tutor-Led · On-Demand.
Facilitated online or in-person delivery, with the final format confirmed during scoping.
Level: intermediate.
Leaders prepared to examine how they think and behave when pressure rises.
Overview
What this programme covers
Examine what pressure changes in your leadership response, then design deliberate cues, choices and recovery routines.
Pressure does not automatically reveal a leader’s best judgement. It can narrow attention, accelerate untested assumptions and turn urgency into a habitual way of working. Leadership & Performance Mindset helps leaders examine that pattern without reducing performance to positive thinking. Participants use a current leadership situation to identify pressure signals, distinguish useful challenge from avoidable reactivity and test how self-talk, energy and recovery affect behaviour. They practise cognitive reframing, deliberate reflection and routines for preparing, responding and recovering around demanding decisions. Each participant leaves with a personal leadership performance system: a practical set of cues, responses and review questions for their own role. The programme does not promise constant composure or a particular business result. Its purpose is to make leadership choices more observable, discussable and open to review after the session.
Evidence standard
Evidence and learning boundaries
Participants show learning through a close analysis of one leadership situation, tested response choices and a specific performance system for their role. Session attendance cannot demonstrate lasting behaviour change, composure, wellbeing or commercial impact; those outcomes depend on subsequent practice and organisational conditions.
Learning outcomes
What participants will learn
The intended result is more observable leadership judgement, not a promise of constant composure or effortless resilience.
Recognise personal pressure signals and the reactive behaviours they can trigger before a demanding decision is made.
Separate facts, assumptions and self-talk in a live leadership situation, then reframe the response without dismissing genuine risk.
Use deliberate preparation and recovery routines to protect attention, energy and constructive behaviour across demanding periods.
Respond to challenge with language and actions that preserve accountability without transferring avoidable pressure to the team.
Create a personal leadership performance system with practical cues, review questions and a weekly reflection cadence.
Programme structure
Programme modules
Participants read their pressure response, test reframing, design realistic routines and assemble a personal performance system.
Read your response to pressure
Participants examine a recent high-pressure leadership moment and reconstruct what happened before, during and after it. They identify physical, emotional and behavioural signals, then separate the operating facts from interpretations added under pressure. The exercise creates a specific baseline for change without labelling ordinary challenge as failure.
Reframe without avoiding reality
The cohort works with cognitive reframing as a disciplined test of perspective, not forced optimism. Participants challenge limiting or absolute self-talk, look for missing evidence and construct a more useful interpretation that still recognises commercial, operational and people risks. They practise the approach on decisions relevant to their own leadership context.
Design energy and recovery routines
Participants map the demands that repeatedly drain attention or encourage short-term intensity. They design proportionate routines for preparation, focus, transition and recovery, considering what is realistic within their role. The aim is not a perfect daily regime; it is a repeatable way to protect decision quality and notice when performance is starting to degrade.
Build your performance system
Each participant combines their pressure signals, reframing questions and chosen routines into a personal leadership performance system. They define situations that should trigger its use, observable behaviours to review and a weekly reflection rhythm. Peer challenge tests whether the plan is specific enough to use when work becomes demanding.
Audience
Who this is for
Appropriate for leaders willing to reflect on real situations while maintaining clear boundaries around private information and clinical support.
Managers and team leaders whose judgement and behaviour affect others during demanding periods.
Experienced specialists moving into broader leadership responsibility and adjusting how they respond under pressure.
Leaders who recognise recurring reactive habits and are prepared to examine a real situation confidentially.
Leadership cohorts seeking applied reflection and behaviour practice rather than a motivational talk.
Fit check
Pause before booking when
Anyone seeking clinical mental-health treatment, counselling or a therapeutic intervention rather than workplace leadership training.
People looking for a regulated qualification, psychometric diagnosis or guaranteed performance outcome.
Cohorts unwilling to reflect on realistic leadership situations, even when examples can be appropriately anonymised.
Delivery and pricing
Choose the route that fits the cohort
The cohort, context and reflective boundaries determine whether online or in-person facilitation is the better fit.
Delivery
Facilitated online session
A live online format for a defined cohort, using private reflection, paired discussion and shared exercises. Platform, timings, accessibility needs and the handling of confidential examples are agreed before delivery.
Delivery
In-person leadership workshop
Face-to-face delivery for an organisational cohort when richer discussion and practice justify bringing participants together. Venue, group size and any context-specific adaptation are confirmed in the written scope.
Delivery
Sponsor and cohort preparation
Before the session, the sponsor clarifies the leadership context and desired application. Participants are asked to bring a suitable situation they can discuss without exposing information that should remain private.
Delivery
Personal output and review
Participants leave with their own leadership performance system and review questions. Any post-session review or supporting resource is included only when it is explicitly agreed in the programme scope.
£295 to £495
Public Online
This public leadership place covers the facilitated learning experience and resources published for the selected event.
£2,600 to £3,800
Private Tutor-Led
The private leadership route reflects sponsor context, participant numbers, learning environment and agreed safeguards for reflective discussion.
£99 to £179
On-Demand
No on-demand format is assumed; access, resources and support must be described in a current written offer.
Founder-led delivery
Tobi Akiode
Founder-led facilitation focused on evidence-aware reflection, leadership judgement and practical workplace routines.
Tobi Akiode personally leads Leadership & Performance Mindset, helping participants connect reflection with the operational and people consequences of leadership behaviour. The facilitator provides structure, questions and challenge; participants remain responsible for deciding what is appropriate in their roles and for seeking specialist support where a need falls outside workplace training.
Discovery, programme scoping and facilitation remain within the Leadership & Performance Mindset engagement led by Tobi Akiode. The written scope confirms the audience, format, intended learning output and boundaries, including that this is leadership development rather than therapy or clinical support.
Questions
What buyers usually ask before booking
Understand the distinction from therapy, the personal output, disclosure boundaries and the written scoping process.
Is this resilience or positive-thinking training?
The programme addresses performance under pressure, but it does not ask participants to ignore difficult facts or simply adopt a positive attitude. Reframing is used to test assumptions and identify a more useful response while retaining accountability for risk, consequences and action. Participants test the approach against a current leadership situation and examine the consequences of the response they choose.
What will participants create?
Each participant builds a personal leadership performance system containing pressure cues, reframing questions, deliberate response choices and a weekly reflection rhythm. It is a practical learning output for the participant’s own use, not a clinical assessment or a guarantee of changed behaviour. The output also records observable behaviours and review questions so the participant can revisit it after the session.
Do participants need to disclose personal information?
Participants need a realistic leadership situation, but they should not share sensitive personal, employee or organisational information unnecessarily. Examples can be anonymised, and the delivery scope should establish appropriate boundaries before the session. The written scope explains how reflective exercises will be facilitated and what information should remain outside the room.
Is the programme suitable where someone needs mental-health support?
This is workplace leadership development, not counselling, diagnosis or treatment. If a participant needs clinical or therapeutic support, the appropriate route is a qualified health or employee-support professional. Discovery is used to keep that boundary clear. The programme can support workplace reflection, but it must not delay or replace appropriate professional care.
How are delivery, dates and fees confirmed?
Leadership context, cohort composition, access requirements, learning setting and any requested review are considered together. The issued commercial schedule then names the available date, applicable price, participant preparation and confirmed resources. Buyers can resolve omissions before authorising reflective work or sharing organisational context. The reflective boundary remains visible throughout purchasing.
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.