Coaching, progression and the everyday management conversation, developed as part of a wider talent management approach rather than as a standalone programme. For organisations that want leadership capability they can evidence, not a course that gets attended once.
Leadership development is usually bought as an event and evaluated as an experience. People attend, rate it well, and return to the same expectations, the same measures and the same manager. Capability shifts when the surrounding system shifts with it: what gets recognised, how progression is decided, and what the recurring conversation between a manager and their team is actually about. That is why leadership development sits inside talent management here rather than beside it.
Identify which leadership capability is actually missing, using assessment and structured feedback rather than assumption. The capability an organisation believes it lacks and the one it lacks are frequently different.
Set the development against the progression criteria, performance standards and recognition already in place, so the programme is not quietly pulling against them.
Coaching, structured feedback and manager enablement in whatever combination the gap requires, individually or across a cohort.
Review against the measures agreed at the outset, including behavioural evidence from the people the leaders work with day to day.
Leadership coaching is structured around the Empowered Leadership Framework, built on four clusters. It is used in leadership coaching specifically, and sits alongside the eleven component Talent Management Maturity Framework rather than replacing it.
One to one coaching for senior leaders, structured around the Empowered Leadership Framework. More on executive leadership coaching
Published routes and level criteria, so movement into and through leadership is decided consistently. More on progression paths
Structure and cadence for the recurring conversation where most leadership actually happens. More on one to ones
Structured feedback from managers, peers and direct reports, used to establish where capability genuinely sits. More on 360 feedback
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The structured building of capability in people who lead others, through coaching, feedback, and changes to how progression and performance are handled around them. Distinct from management training, which teaches process, and from a leadership course, which is an event.
Leadership development is one part of talent management rather than a separate discipline. The Talent Management Maturity Framework covers eleven components, and leadership work sits within Learning and Development and Talent Development. Treating it as standalone is among the most common reasons leadership programmes fail to hold.
A four cluster model used in leadership coaching, covering Visionary and Adaptive Leadership, Inclusive and Ethical Leadership, Empowering Leadership, and Authentic Leadership. It is separate from the eleven component Talent Management Maturity Framework and is applied to coaching rather than to organisational assessment.
[TO CONFIRM WITH VERITY: whether cohort delivery is offered, and if so any minimum or maximum group size. The process section currently implies both individual and cohort work.]
[TO CONFIRM WITH VERITY: typical duration, and whether coaching is sold by session or by programme.]
Yes, and it frequently is. Coaching for a specific leader, or 360 feedback for one team, works perfectly well as a discrete piece. The caution is about expectation rather than sequence. Development alone will not repair progression criteria that are unclear or performance standards that are applied inconsistently, and where those are the real problem, the coaching tends to get blamed for not solving them.
Verity is a Chartered Fellow of the CIPD with more than twenty five years in HR, across Tesco, Nissan, TUI, Camelot, BRE, Lundbeck and the IET, including leadership capability work in organisations undergoing significant change.
[TO CONFIRM WITH VERITY: coaching accreditation, which needs to match whatever is stated on the Career Coaching and Executive Leadership Coaching pages.]
A short conversation establishes which leadership capability is genuinely missing, and whether development is the right response or a symptom of something else in the talent system.
