We are currently transitioning our website to www.leadershapeglobal.com.
You’re currently looking at a page from our old website www.leadershape.biz - click here to return to the new website to browse further.

News articles

John Knights was honoured to deliver a Masterclass in Tanzania on Intelligent Leadership for 21st Century Directors, Senior Management and Leadership Teams at the White Sands Hotel, Dar es Salaam.  The themes explored were: 

  • Traditional styles of leadership are just not effective in our ever faster changing world, which has rendered directive and pace-setting leadership ineffective in most situations. 
  • Emergence of neuroscience and emotional intelligence allows for better ways to manage one’s behaviours and innate skills and strongly maximize own and others’ performance
  • This is especially important for people in senior leadership roles who attend this programme  for better improvement of own performance and that of reportees.

Take a look at the video regarding this event and the background publication Emotional Intelligence & Transpersonal Leadership Assesment here

And we hope you enjoy a flavour of the Masterclass from the images below. 

LeaderShape Chairman John Knights has formally launched operations in Latin America in joint venture with Etiqueta Empresarial Executive Manners Consulting (EE) visiting the São Paulo offices, the commercial engine of Brazil, for a range of senior executive meetings. EE partners Maria Araujo and Claudio Pelizari maintain a tradition of innovating in the territory regarding training and leadership development.

Sao Paulo meeting with distinguished engineer, Dr Romeu Chap Chap (Secovi-SP Union real estate and related industries) Mr. Alejandro Pelaez (ProColombia) Mrs. Marcia Yoshida (British Airways) & Cláudio Pelizari (EE/ LS)





LeaderShape Chairman, John Knights, working with Latin America colleagues and Faculty members Maria  and Cláudio.







Neide Caldini, John Knights & Mrs. Marcia Yoshida (BA)








A prestigious dinner with our Latin America partner, Empresarial (EE) Executive Manners Consulting LTDA.You can read more about the relationship here

Left: Mr. Alejandro Pelaez, Mr. Romeu Chap Chap & Mr. Knights, Mrs. Ivone Zeger& Mrs. Neide Caldini.  Right :Mr. Cláudio Pelizari, Mrs. Marcia Yoshida, Mr. Robert Wong, Mrs. Elizabeth Chagas & Mrs. Maria Aparecida Araújo





John Knights (LS) & Mr. Robert Wong






Maria Araújo e Cláudio Pelizari (EE/ LS) visiting the Palácio dos Bandeirantes - the Sao Paulo State Government Buildings – which are also a museum.








Further details of attendees:  Romeu Chap Chap, Chairman of SECOVI,  lawyer Ivone Zeger,  Consultant and Headhunter Robert Wong, Elmano Nigri (CEO of Arquitetura Humana), Elizabeth Chagas (CEO of ASBRAM), Alejandro Pelaez (CEO of Pro Colombia), Agostinho Turbian and Tathiana Turbian (GCSM), Marcia Yoshida (HR of British Airways). Co-hosts, directors of Etiqueta Empresarial:  Maria Aparecida Araujo, Claudio Pelizari and his wife Neide Caldini.

WITHIN COMPANIES the pressure for results increases daily.  Some people say training the Board of a company is more difficult than training lower-ranking executives. Transcending the ego and creating the legacy is a crucial role for leaders. LeaderShape's John Knights talks about meeting these expectations in South American magazine "The Winners."    


Contact LeaderShape on +44 (0)330 323 0275 to find out how to give your company or organisation a taste of Emotionally Intelligent and Transpersonal leadership skills.




WITHIN COMPANIES the pressure for results increases daily.  Our Brazil partner, Claudio Pelizari of Etiqueta Empresarial, talks about ways for Leaders to meet these expectations in South American magazine "The Winners."  Click on the images to read the full article in English translation.



Contact Claudio This email address is being protected from spambots. You need JavaScript enabled to view it. to find out how to give your company or organisation a taste of Emotionally Intelligent and Transpersonal leadership skills, beyond the ego.





In a Nutshell

  • Traditional styles of leadership are just not effective in our ever faster changing world, which has rendered directive and pace-setting leadership ineffective in most situations. 
  • Emergence of neuroscience and emotional intelligence allows for better ways to manage one’s behaviours and innate skills and strongly maximize own and others’ performance
  • This is especially important for people in senior leadership roles who attend this programme  for better improvement of own performance and that of reportees.


John Knights

CHAIRMAN AND CO-FOUNDER of LeaderShape Ltd a British consultancy specialising in leadership development, John is an experienced coach, mentor and facilitator of senior leaders (especially presidents, CEOs and senior executives), teams and peer groups.

John received his Senior Executive Coaching Award from the Oxford School of Coaching and Mentoring. He is an Honorary Lecturer at the University of Chester in the field of work-based learning and lectures at the University of Oxford, where he gives lectures on leadership development.

He has recognised expertise in leadership development, people management, culture change, business strategy, organisational development, mergers and acquisitions and joint ventures, corporate finance, marketing and sales. In particular, John is an expert on Emotional Intelligence and a thought leader, author and creator of the concept of Transpersonal Leadership.


Participants will receive the book:

• 1. The Invisible Elephant and The Pyramid Treasure (eBook), authored by John Knights


For more information please This email address is being protected from spambots. You need JavaScript enabled to view it. or please call on the numbers above.

Author Insights: Emotional Intelligence & Transpersonal Leadership Assessment


LEADING AUTHOR ON THIS WORK, John Knights, explains his insights into emotional intelligence as a vital leadership tool in the 21st century.




An independent forum facilitated by honorary custodians


For senior leaders from a range of different organisations to exchange views on the type of leadership needed to sustain a successful future, and to recognise that they all have an important contribution to make and something to learn from others."


To listen respectfully to others, to cultivate and speak your own voice, to suspend your opinions about others – these bring out the intelligence that lives at the very centre of ourselves – the intelligence that exists when we are alert to possibilities around us and thinking freshly.


Dialogue is a journey, a journey that is open to each of us. And it has the potential to create change that can impact on all of us."

How to get involved

The 2016 annual Windsor Leadership Dialogue, limited to 29 participants, will take place on 25 – 26 January 2016 and will again be held at St George’s House, Windsor Castle 
The Custodian Group1 endeavours to ensure a balance of participants more towards active leadership roles in organisational contexts, than those more focused on developing individuals and organisations as consultants.
Attendance to the Dialogue is by invitation only but, if you are a Senior Leader and feel you or a colleague could be part of it, do talk to us about our next offer; it is a unique opportunity to develop one's self, applied practice, and the wider work context.  You can contact one of the custodians as below or contact This email address is being protected from spambots. You need JavaScript enabled to view it. for more information.


The Custodians

Audrey Birt  This email address is being protected from spambots. You need JavaScript enabled to view it.

Nick Ellerby This email address is being protected from spambots. You need JavaScript enabled to view it.

John Knights This email address is being protected from spambots. You need JavaScript enabled to view it.

Eirian Lewis This email address is being protected from spambots. You need JavaScript enabled to view it.

See their bios at the bottom of this webpage.

A Changing World Changes Leadership

Since the first WLD twelve years ago, we have all experienced a fast-changing world that holds implications for leadership. For example, hierarchical reporting is being affected by the easy and rapid availability of information via the internet and mobile devices. This accelerates change in and of society, generating new expectations about democracy and social order. Future generations are unlikely to tolerate traditional models of leadership and will seek different paradigms and less management-dominated work relationships.

The new sciences of complexity and chaos theory (the ‘butterfly effect’) have clarified and challenged our understanding of the increasingly complex situations that leaders encounter and need to surmount. And the latest neuro-science research helps explain many default behaviours including the phenomenon of hubris to which some leaders succumb.

These and multiple other changes in leaders’ environment require a reframing of what we mean by today’s and tomorrow’s leadership, such as:

  • Ways of making things happen that draw on each person's contribution and influence.
  • An approach that steps away from traditional hierarchy where the few determine the direction of the many.
  • A perspective that values the whole person, beyond mere skill, behaviour and job description.
  • Seeing the whole system, not reducing it to its parts, and understanding systemic risks, failure and performance.
  • Holding a moral purpose and negotiating difficult ethical dilemmas.
  • Elevating leadership’s purpose to being of value and doing the best for the world, rather than simply being the best in the world.


Reflect for a moment on those who reach the top of organisations. Many are not good leaders. Organisations tend to confuse career success with work effectiveness. They choose people who are good at managing themselves, their career progress and their image, those who may be better at getting to the top rather than good when at the top. Such leaders may focus insufficiently on delivering benefit to their employer’s stakeholders. Their egos may be driven by power, prestige, recognition or reward which guide their decision-making, even though they are remunerated by the organisation to act in its best interests! Yet many organisations still think of, identify and develop leadership talent in the same old narrow, individual-centric way. Training and education for managers (e.g. MBA programmes) are slow to adapt.

We recognise that all leader and leadership-related practices need to come under a fresh spotlight. The Windsor Leadership Dialogue aims to release some of the energy and potential for change and development.

Summary of the 2015 Annual Event - Held 26/27 January.

Collaborative Leadership in a World of Increasing Complexity

The 2015 Windsor LeaderShape Dialogue (WLD) was interested in addressing and impacting on leadership in a world of increasing complexity. Whether through re-inventing our worldview, focusing on individuals in practice, developing an organisation’s leadership processes, or harnessing deep systemic change, the Dialogue explored the distinctive yet often interconnected questions which each person brought with them.
Key benefits for the diverse participants related to the nature and potential of the self as change agent, the leadership role, the leaderful organisation and/or systemic approaches to improving the environment we operate within. The world has changed fundamentally over the last 20 years fired by the internet and the growth of mobile communication. These in turn have impacted the speed of technology development, social change, globalisation and the emergence of the developing world.
At the start of the Dialogue those participating chose one, two or three contemporary themes to focus upon. The choices reflected the participants’ context and interest. Themes not chosen in 2015 can be considered again in future years together with new topics that emerge. The list of themes which the dialogue considered this year included:


  • Given the complexity that is emerging, is there such a thing as leadership as we have understood it?
  • To what extent is the world in a macro-shift, representing a substantially new reality, challenging us to change our worldview and how we work within it?
  • How does the dynamic between collaboration and competiveness need to change, and what are the implications for the individual, the organisation, particularly in connection to our behaviours, principles and values?
  • How do individuals ever begin to navigate the interconnectedness of our changing world as well as the changing ‘map’ of our world with insight, wisdom and confidence?
  • What is the role of the individual and what is the role of the collective?


Here is custodian John Knights' Blog following the event. John is also Chairman of LeaderShape

Whilst this was a unique dialogue event, we recognise that those involved may also decide to build it into their annual reflection and development process as an ongoing leadership-based learning community.

How the Dialogue is conducted

We believe that the role of the WLD is to provide opportunities to engender a paradigm shift.

  • Our tested and adaptive, yet ambitious, approach to the Windsor Leadership Dialogue (WLD) enables participants to consider what’s really important, step back and deepen thinking and, determine the key themes, hear different perspectives, and take the opportunity to discover and unfold what might really make a modest or even significant difference. Not everyone gains what they hope for and expect, but that unpredictability and uncertainty can hold surprisingly rich learning.
    From time to time many of us feel ‘in over our heads’. Having time to slow down, take a breath and learn with and through others helps renew and stimulate new possibilities and opportunities.

    Ingredients of a successful dialogue include:
  • Sustaining an environment of learning and insights.
  • Continuing the annual rhythm.
  • Striking a balance between the internal and informational.
  • Embracing both individual development and systemic improvement.
  • Maintaining St George’s House and Windsor Castle as an ideal location to:
        •    give space for reflection
        •    provide a safe and confidential environment
        •    offer opportunities to challenge one’s thinking and practice
        •    bring challenge and stimulation from a range of colleagues and experiences.
  • Enabling emergent possibilities and new initiatives that may be expanded beyond the WLD forum.
  • Balancing diverse attendance in terms of gender, experience, public and private sector, practitioners and advisers, employed and self-employed.
  • Limiting participants to 29.
  • Encouraging leadership networks and new collegiate relationships.

We use various approaches including mindfulness, contracting, small working groups, plenary sessions, reflection and review, and mini ‘expert’ inputs from attendees themselves.Sessions are professionally moderated, primarily by members of the new custodian group. John Knights is 2015's guardian of the overall direction of the process, while Audrey Birt, Nick Ellerby, and Eirian Lewis all act as moderators and facilitators.

The administration of The Windsor Dialogue is managed by Eirian Lewis with the support of his company, TEAL Consulting.We attract a diverse mix of people. A majority directly lead their organisational world; they include board members or senior post holders of organisations. The balance of attendees comprises experienced leadership advisers, coaches, educators and development practitioners, some of them freelance. Others are thought leaders and writers, pushing boundaries and aiming to influence emerging practice by fostering new forms of leadership in particular fields and specialisms.Those who attend the Dialogue are presented with, and asked to contribute provocative questions, exploring and reflecting on these with others who share a sense of inquiry, willingness to learn, and are open to fresh ideas about leadership.

Ground Rules

  • Attendees must be available for the whole period of the Dialogue.
  • Chatham House rule of confidentiality.
  • Absolutely no sales pitches.
  • Open to listening and learning – bring questions rather than answers – though we want attendees to have opinions of course!


There will be a broad theme each year, without being prescriptive about the detailed content of the Dialogue, allowing its focus to emerge with input from those attending.

Historical Context – Developing the New Chapter

The following provides brief background information for anyone interested in the recent history of the WLD, which was first established in 2001 as an annual residential event held in St George’s House and historic meeting rooms within Windsor Castle.
The event was developed as a partnership between the Church of England, The Industrial Society, the Centre for Tomorrow’s Company and the Windsor Leadership Trust. Chris Talbot, a senior civil servant and HR consultant, was its long-term convener.
Since its inception WLD has encouraged like-minded, and sometimes unlike-minded individuals, who may meet on the programme and share common interests or areas of inquiry to develop these and shape new clusters of activity and development opportunities. Many previous participants have formed ongoing dialogue processes with those they meet at Windsor Castle.
The Dialogue has benefited from a diverse representation of sectors, organisations and perspectives in the individuals who participate. Sectors have spanned national retail businesses, government departments, international leadership development communities, business schools, institutes, regulators, social enterprise organisations, third sector, armed forces, health and social care, art and media, religion, law and criminal justice, and many more.
In 2011 the organising role was combined with that of Chairperson and passed to Robin Field-Smith, who brought many years of commitment to leadership thinking and practice with a background in public service. Stephen Adamson continued his invaluable role in holding the facilitation lead.
In July 2013 Robin managed an effective transition to a new group who are passionate to sustain the WLD, build on the original aim (see above and evolve a new chapter relevant for the 21st century’s second decade and beyond. A new custodian group was formed of Audrey Birt, Nick Ellerby, John Knights, Eirian Lewis and Bill Tate, each as volunteer contributors who had all been participants over a number of years. They shaped and facilitated the 2014 WLD which prototyped a different approach which was very well received by those participating.

The Custodian Group 

The following paragraphs aim to offer a flavour of their background and interests
Audrey Birt is an independent Coach and Consultant with a particular interest in health and social care and heartful leadership. She has extensive senior executive experience and was previously the Director for Scotland of Breakthrough Breast Cancer and the National Director for Diabetes UK Scotland. Audrey is the Chair of the Health and Social Care Alliance and was a founder member, is in the board of The WELL a pioneering charity inspiring change in health and care, and also a trustee of the Edinburgh Gestalt Institute. She sits on the Quality Alliance Board of the NHS in Scotland as the third sector representative. She has worked as a champion for person centred health and care with the Scottish Government and is currently a champion for the Health and Social Care Academy in Scotland. Audrey’s professional background is nursing, having worked as a nurse manager and in service re-design. She has an interest in gestalt in organisations and in enabling wellbeing in people, communities and populations. She is a regular blogger covering leadership, wellbeing and health and social care as well as her personal experience of breast cancer.


Nick Ellerby is an educator pioneering whole person learning, and implementing inquiry and human relations approaches to deep culture change. Nick is co-director and practitioner within a 25 year experiment developing a UK peer based learning organisation with a global influence. Senior Advisor to the UNGC/EFMD Globally Responsible Leadership Initiative and co-facilitator and designer of the International Innovation Collaboratory inquiring into emergent forms of learning for leadership with international business schools and global companies. Nick works in Europe, Asia and the Americas. He is author of Discovering the Temperaments and Peer Learning in Organisations, co-author of A Guide to Authentic Collaboration, and contributor to A Call to Engagement: Globally Responsible Leadership, The Collaboratory and Learning for Tomorrow.

John Knights’ business life changed when in 1998 he had the serendipitous opportunity to learn to coach other Chief Executives and started to understand the real issues around leadership. Developing ‘excellent leaders’ became and remains his passion. John, chairman of LeaderShape, is an experienced senior executive coach and facilitator, and an expert in emotional intelligence, transpersonal leadership and neuro-leadership. He has been a senior executive in major international corporations, a serial entrepreneur and lecturer at Oxford University. He is author of The Invisible Elephant & The Pyramid Treasure, co-editor / author of Leadership Assessment for Talent Development and has written for HR Magazine. He is now focused on growing LeaderShape into a global organisation.


Eirian Lewisis the Managing Director of TEAL Consulting, and is an experienced consultant and facilitator specialising in systems thinking, leadership, process improvement and change. His focus is the delivery of improved business performance to achieve competitive advantage through people and processes. He has considerable experience in leading and co-creating change to raise business performance. He is particularly interested in transformational leadership, collaborative working and its implications for leadership, and in a time of constant change what can systems thinking offer leaders.





Intelligent Leadership for the 21st century SME

LEADERSHAPE IS NOW ABLE to offer a leadership development solution designed for senior leaders and leadership teams of SMEs who want to up their game and grow their business into more substantial and sustainable organisations,  This support is in conjunction with GrowthAccelerator matched funding.

Working with LeaderShape you will harness the business and technical skills your leaders already have to produce increased capability, enabling your own higher performance and that of your people. Leadership and Management (L&M) is an integral element of GrowthAccelerator, seeking to develop the capabilities of leaders and their senior teams and to drive business growth.  It offers valuable match funding worth up to £2,000 per team member to develop leadership and management skills and support the growth objectives of your business.


Leadership development through LeaderShape offers participants improved awareness of how their behaviours impact not only their own performance but also on the performance of those around them. Participants will learn new behaviours that enable their teams to perform at a higher level, create a culture that improves the overall performance of the company. Additionally, they will be able to bring their values and decision-making to a higher level of consciousness and make more effective, ethical and sustainable decisions for the organisation. It will in turn raise the productivity of the whole organisation – often by much more than a similar investment in capital or through employing more people.


SMEs that have been assessed as having the ambition, opportunity and capacity to achieve growth may be eligible for leadership and management match funding under GrowthAccelerator.  L&M funding of up to £2,000 per manager (representing a total spend of up to £4,000 per participant) is available; currently there is no limit on the number of your managers that can be supported.  Match funding significantly increases the value of the senior management development programmes you invest in – so you gain more access to the tools and skills that are most relevant to your business needs. This email address is being protected from spambots. You need JavaScript enabled to view it. to find out if you are eligible and how we can work with you.  Funds are likely to be limited so it's important not to delay if you have a management learning and development issue we can help you address.

More advantages for you

Being part of GrowthAccelerator helps grow your client base and introduces you to the largest network of high growth business experts ever put together in England.  This unique service provides the new connections and new ideas you need for your businesses to achieve rapid growth.
GrowthAccelerator is where:
AMBITIOUS businesses go for new connections and the new ideas they need to achieve their full potential.

THE SHARPEST business brains gather to share knowledge and expertise 

DRIVEN businesses go to realise their greatest ambitions. 

FORWARD-thinking businesses find the inspiration to leap ahead of their competitors.
Topics you may wish to tackle include:

  •  Understanding the difference between leadership and management,
  •  Leadership styles and the role of the leader
  •  Emotional Intelligence for leaderships
  •  Situational Leadership Model
  •  Change management
  •  Communication of your strategy
  •  Performance management
  •  Delegation
  •  Holding effective meetings
  •  Team building (stages of team formation and 5 dysfunctions models)
  •  Influencing
  •  Negotiating
  •  Conflict Management

LeaderShape programmes take leaders and their teams on a practical journey of discovery using evidenced based research that links emotional intelligence, culture theory, ethical philosophy and neuroscience.

The sessions are very participative using a variety of methodologies harnessing our proven ALIVE© (Accelerated Learning in a Virtual Environment) approach, which enhances learning by providing blended methodology, including on-line workbooks in advance to transfer content so that the face-to face/remote workshop time focuses on the implications of that content to the leaders in their organisation. The balance between face-to-face and remote sessions can be flexed for each organisation depending on budget and logistics.












The LeaderShape website www.leadershape.biz is a resource of information about the content we offer and much more. LeaderShape’s approach to leadership development is described in more detail in The Invisible Elephant & The Pyramid Treasure  and in our latest book published by Kogan Page Leadership Assessment for Talent Development.  Finally, LeaderShape offers a range of university accredited post graduate courses up to Master’s Degree level in Leadership and also in Coach-Mentoring & Facilitation

Intelligent Leadership for the 21st century SME Download

Download our PDF here for more details. 

To find out more and explore your eligibility for funding This email address is being protected from spambots. You need JavaScript enabled to view it.


Case Study

See how we have helped SME company, Poolia Parker Bridge develop its leaders.






Topics Covered

  • What is Transpersonal Leadership?
  • The "REAL" Leader will change the business environment in the twenty-first century.
  • Are there "Invisible Elephants" in your company? How do you deal with them?
  • Emotional Intelligence in Leadership.
  • How can you become an inspiring leader?
  • Emotionally Intelligent Leadership Styles. How to use them?
  • As the leader how can you pull the team rather than push it?
  • How to develop your leadership skills for daily use
  • Less "What to do?" More "How?" To be a leader of Excellence.
  • Does neuroscience help the Leader?
  • How to identify leadership skills in employees?

Target Audience

Professionals who wish to develop their leadership skills


John Knights

CHAIRMAN AND CO-FOUNDER of LeaderShape Ltd a British consultancy specialising in leadership development, John is an experienced coach, mentor and facilitator of senior leaders (especially presidents, CEOs and senior executives), teams and peer groups.

John received his Senior Executive Coaching Award from the Oxford School of Coaching and Mentoring. He is an Honorary Lecturer at the University of Chester in the field of work-based learning and lectures at the University of Oxford, where he gives lectures on leadership development.

He has recognised expertise in leadership development, people management, culture change, business strategy, organisational development, mergers and acquisitions and joint ventures, corporate finance, marketing and sales. In particular, John is an expert on Emotional Intelligence and a thought leader, author and creator of the concept of Transpersonal Leadership.


Location: Integração Escola de Negócios - São Paulo 

Date: Wednesday  10 June 2015  

Time: 8 am to 17:30 pm 


Included: Lunch, coffee breaks, parking, certificate and learning materials

Participants will receive the books:

• 1. The Invisible Elephant and The Pyramid Treasure (eBook), authored by John Knights

• 2. Business Etiquette, written by Maria Aparecida Araujo

For more information please contact: Orlando Rodrigues - tel 11 3280-9596. Email: This email address is being protected from spambots. You need JavaScript enabled to view it.
Claudio Pelizari - Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

or This email address is being protected from spambots. You need JavaScript enabled to view it. 

To see this information in Portuguese please click here


LeaderShape Masterclass -  with Kim Morgan & Lisa Rossetti

WE  ARE DELIGHTED to have hosted Kim Morgan at this prestigious event- presenting material recently showcased as part of the ICF's International Coaching Week. Kim will challenge our assumptions about what it is to be a coach and will offer us ways of moving to transformational change for ourselves and our clients.
Kim is Managing Director of Barefoot Coaching Ltd, has an MA in Coaching and Coaching Development, is a Visiting Research Fellow in Coaching at the University of Chester and a Lifetime Fellow of the National Council of Psychotherapists. She was awarded "Coaching Person of the Year 2012" by Coaching at Work Magazine.    
Kim is an inspirational coach, who works extensively across the UK and Europe with organisations, senior business leaders and executive teams. She is a sought-after guest speaker, who is well-known for her wealth of experience and entrepreneurial flair.  
THIS DOUBLE-BILL event also saw Lisa Rossetti using storytelling as a lever to effect  transformation. Story is a wonderful sense-making tool, lending its power to the coaching relationship. This session explored:  

  • Uses of Storytelling in Organisations & Teams
  • Using Stories as part of a Reflective Process
  • Examining the Hero's Journey - a workshop session with take-aways for your own practice.  

Lisa is accredited by the International Coach Federation (ACC) and a member of the Association for Coaching. She has a Post Graduate Diploma in Coaching for Transformational Leadership, a Masters in Applied Storytelling for Health and Social Care, and a Diploma in Coach Supervision.

This workshop was an opportunity to explore best practice and strategies for change. The event carried 6.5 ICF Continuing Coach Education Units (CCEUs).  

Lisa Rossetti kindly contributed as an additional author to LeaderShape's seminal book, researched with major organisations, family firms and SMEs over 15 years. You can read about Leadership Assessment for Talent Development or order a copy here.


FIND OUT ABOUT Leadership Assessment for Talent Development - authored by LeaderShape's John Knights, the University of Chester's Tony Wall and others in just thirty seconds!

Chris Gulliver, Denise Meakin, Etukudo Odungide, Lisa Rossetti and Philip E Sweet were additional contributors and authors.  Case Study authors were Kate Julian, Nadine Perrins and Greg Young.


LEADING AUTHOR ON THIS WORK, John Knights, explains his insights into emotional intelligence as a vital leadership tool in the 21st century.


LIVING BEYOND THE EGO, what we call Transpersonal Leadership, is about considering the stakeholders of an organisation before oneself.  Here John Knights opens up the philosophy and ethos of "Leadership Assessment for Talent Development" for CEOs, HRDs and others concerned with the future of the people they lead.

LeaderShape's bespoke Leadership and Emotional Intelligence Profile Assessment (LEIPA ®), based on best practice 360º processes, identifies an individual’s behavioural and operational strengths plus their development needs to improve their leadership performance. It measures competence in the context of their own role and the culture of the organisation.  Fifteen years of research using this powerful programme with household-name organisations in the public and private sectors, family firms and SMEs has led to the development of this seminal leadership book.  Find out more about how it works here.


 Order your copy of this leading "how-to" manual here.


LeaderShape's Video Gallery gives you insight into a wide range of topics from neuroscience to perspectives on an NHS organisation. Featuring companies and organisations including PwC, Tomorrow's Company and Bybox - why not take a look?



This Masterclass provoked and encouraged coaches to move beyond the limitations of traditional coaching as John Blakey and Ian Day detailed their unique FACTS coaching model, which provides a practical and pragmatic approach focusing on:
    *    Feedback, *    Accountability,    *    Courageous goals,   *    Tension and  *    Systems thinking.
This model enables coaches to enter the zone of uncomfortable debate that sustainably transforms individual and bottom-line performance.

John Blakey and Ian Day are expert authors and speakers explore FACTS coaching in theory and in practice using case studies, example dialogues, and practical exercises so delegates will be able to successfully challenge others using respectful yet direct techniques.

Attendees learned:

  • New skills to challenge themselves and those around them courageously
  • The know-how to apply to this approach in practice
  • The expertise of senior business people who have led in large, multi-national organisations
  • A rallying call to a broader, collective sense of purpose!

This workshop was an opportunity to explore best practice and strategies for change. The event carried 6.5 ICF (International Coach Federation) Continuing Coach Education Units (CCEUs

IN ITS FIRST INITIATIVE in Latin America, the UK-based LeaderShape consultancy has established Empresarial (EE) Executive Manners Consulting LTDA as a partner in Brazil.  With main offices in Rio de Janeiro and Sao Paulo, EE is well positioned to promote LeaderShape’s innovative leadership programmes throughout the country.  EE’s directors, Maria Araújo  and Cláudio Pelizari have both been appointed LeaderShape Faculty Members. EE has been responsible for training thousands of professionals at world-renowned companies including Banco do Brasil, Roche Pharmaceutical, Blue Tree Hotels, Petrobras, HSBC, Xerox, Bayer and Sony Music among others.

LeaderShape co-founder and Chairman, John Knights says:

As a result of increased globalization and the relative high growth of emerging markets, leading organisations are realising the need for a new kind of leadership for the 21st century. This leadership cannot just be based on high performance management but also on values, ethics and improved behaviours to staff, customers and all other stakeholders. LeaderShape Faculty who deliver these advanced programmes around the world have all had experience operating at senior levels, often as CEO or Chairman. We are being welcomed by an international community that is hungry for this unique approach to leadership development implemented by a blend of international and local expertise.”

Maria adds:

We are delighted to be partnering with LeaderShape to reach out to business using the best methodologies to develop the leaders of the future for our country.”

SENIOR BUSINESS AND ACADEMIC leaders from Tata Management Training Centre, Claire’s Stores, Henley Business School and the Chartered Institute of Personal Development (CIPD) have endorsed a unique publication showing how organisations can grow and develop tomorrow’s leaders, in-house.

Co-author/editor of Leadership Assessment for Talent Development,  John Knights, Chairman and co-founder of LeaderShape says:

Many of today’s leaders reach the organisational pinnacle because they are great at getting there, not because they are a great leader when they arrive. We need to identify and develop those people who will be excellent when they are in the top position.

LEADERSHAPE’S UNIQUE PUBLICATION …has reached no. 35 in the Amazon Best Seller’s Rank for Training – and highest position of Top 1% on the Amazon Best Seller’s Rank (out of 6m!)

Researched and authored by several members of LeaderShape and the University of Chester’s Centre for Work Related Studies faculties, the extensive source material covers well known public and private sector bodies, as well as family firms and SMEs, collected over 15 years.

Director of LeaderShape and contributing author, Danielle Grant says:

Business professionals needing to pinpoint future leaders will not want to be without this state-of-the-art blueprint for success.  Leadership Assessment for Talent Development goes beyond recruitment to position assessment as a central, strategic activity. It demonstrates how to apply a connected process that accelerates behavioural change and facilitates engagement and enables in-house talent.  It is an authentic and essential companion for managers in any field who want to equip their company with talented employees, to be fit for future success.

The book is also edited by Senior Lecturer (Associate Professor) at the University of Chester, Tony Wall, who lectures in the University’s Centre for Work Related Studies (CWRS) and is a specialist in personal and organisational transformation. The Centre exists to promote the University’s internationally recognised expertise in the fields of work-based learning.
Tony says:

In conducting research into the leadership needs, strengths and blind spots, we found some fascinating trends which are crucial for everyone dealing with talent management and leadership to know. The book tackles these head on, using leadership assessment as one of the most efficient and effective ways to direct talent management budgets for optimal impact. The book is focused on the ‘how to’ of ensuring you get every ounce of value from leadership assessments.

The book, published by Kogan Page, profiles step-by-step how to boost existing talent and, through extensive real-world case studies, highlights the practical application of powerful, bespoke leadership assessment processes.

 Order your copy of this leading "how-to" manual here.

These global academic leaders have offered their backing to this key leadership manual:

Without leadership, organizations (and nations) perish; this is why this book is so timely, and important. Full of interesting research, practical examples, and insightful advice.  An excellent contemporary resource for developing leadership talents; invaluable at both an individual and organizational level. 

Dr Barry Z. Posner, Accolti Professor of Leadership, Santa Clara University and co-author of The Leadership Challenge, selected as one of the top ten leadership books of all time

Tomorrow's Leadership will face far greater challenges than today's privileged generation.  We need to be developing tomorrow's leadership now and this book provides many tools, approaches and case studies that can help us with that urgent task.  

Professor Peter Hawkins, Henley Business School, author of "Leadership Team Coaching"

Chris Gulliver, Denise Meakin, Etukudo Odungide, Lisa Rossetti and Philip E Sweet were additional contributors and authors.  Case Study authors were Kate Julian, Nadine Perrins and Greg Young.

A NEW CONTINENT UNFOLDS as, in East Africa, LeaderShape has appointed Noesis Strategic Institute Ltd as its sole Associate. CEO, Murtaza Versi has also been appointed as a LeaderShape Faculty Member.  Murtaza's' remit will cover Tanzania - where he is based in Dar es Salaam -  Ethiopia, Kenya, Zambia and across East Africa. Murtaza says:

There are numerous organisations that can benefit from advanced development for their top leaders to support their governance, stewardship and performance in the region as well as the international arena."

Noesis Strategic Institute was founded in 2007 with a mission of offering emotional intelligence-based leadership and customer-focused skills, e-learning solutions, assessment and strategic consultancy for organisations and individuals..

We hope you enjoy our additional snapshots from this inspirational and humourous Masterclass. 


TO RECRUIT THE RIGHT leader, assessing potential competence and capability is crucial - especially for professionals responsible for talent management and development. Yet talent professionals can also use leadership assessment as a positive and powerful tool to maximise the return on investment and develop the values of a future-oriented, sustainable organisation.

Leadership Assessment for Talent Development goes beyond recruitment to position assessment as a central, strategic activity. It demonstrates how to apply a connected process that accelerates behavioural change areas and facilitates the engagement and enabling of in-house talent. 

 See a Free Chapter now and order your copy of this state-of-the-art, best-selling book here.

 See further details of the content of this powerful research publication here.

This publication continues to top the charts in its category. See a wide range of 5* reviews on Amazon

We are grateful to these global business leaders for their powerful endorsement of this seminal work:

A "child in their favorite toy store".......that is how this book will make any inquisitive HR Executive or Business Leader feel, when they delve into the rich insights, learnings and opportunities this book provides! For any "self-aware, development-hungry leader" who strives to be successful, this provides both immediate and long-term direction on how to excel as a business and a leader whilst encouraging us to become an exceptional role model for future generations.

Peter Collyer, Senior Vice President, Global Human Resources, Claire's Stores, Inc

A timely and insightful treatise on a subject of central importance to every organization today. Essential learning for all professionals engaged in leadership and talent development. 

Shubhro Sen, Director, TATA Management Training Centre

Leadership capabilities at all levels have never been more important in times of great change and uncertainty, and most CEOs will cite leadership as one of their most critical areas of concern. So how do we make sure we are assessing and developing leaders in the best way? Much is changing in this field and this book brings together some of the best thinking, case studies and ideas that help us all better understand and develop leaders for the future. 

Peter Cheese, CEO – CIPD (Chartered Institute of Personal Development).



THE NHS IS CONSTANTLY UNDERGOING INTENSIVE CHANGE - technological, social and economic - bringing a real need for managers at all levels to lead within their organisations and the wider NHS environment. To take key staff and teams along with this change requires emotional intelligence together with the leadership skills which reviews regularly identify as being in short supply. 

These transpersonal skills are required to implement change programmes in all their stages, from effective integrated planning, through technical deployment, business change and on to benefits realisation. This shortage of appropriately experienced leaders is present in both the NHS and the independent sector.

Our expert NHS specialist team identifies high talent potentials to lead change and ensure your organisation reaches essential milestones.

Recent key projects have been regarding developing public health with Suffolk County Council and undertaking a clinical leadership development programme with the Oxford University Hospitals NHS Trust.  We have also developed the top team at the Ridgeway NHS Trust, improving Board performance to inspire the organisation through a period of radical change.



John Knights was invited to the Saïd Business School, Centre for Entrepreneurship and Innovation - part of the University of Oxford - to help lead their Building a Business 10-week evening lecture series. The course has been providing basic business skills to those who would like to start a business, and those with an existing business who are seeking to develop and enhance their skills. It covers good business practice with a focus on science and technology enterprise, but most course material is relevant to general business practice.

subject was “Be a new kind of leader, fit for the 21st century”

The Business School recorded an audio of the lecture which is available in its entirety here.  It references slides which you can view here.

The course has been designed for students, researchers and University of Oxford members who want to find out more about the business functions of technology-based companies; staff from science and technology businesses and research organisations also attended.


Students have been able to:

  • Learn the basics of how a technology business forms and grows.
  • Develop and enhance their existing business skills.
  • Mix regularly with people from Oxford’s technology cluster.



LeaderShape’s John Knights was recently involved in a panel of a Tomorrow's Company event in London where  Professor Ted Roosevelt Malloch spoke on ‘Business Ethics: From Crisis to Reform’ 

One of Prof. Malloch's claims is that ethics in business and finance are at their lowest ebb …. ever!

Says LeaderShape's John Knights:

ONE OF THE MAIN reasons I left the corporate world in the '80s when a main board director of a FTSE 100 company was because of the questionable ethics in the dealings between banks, auditors and commercial businesses. I think it has always been there. I believe the reason we are going through the current ethical turmoil is because today it is much more difficult to keep things hidden long term, and that is fundamentally because of the rapid availability of unprecedented amounts of information. Thank you Internet! Today there are just too many ways to leak from the closed shop, the old boys network and more obscure clubs. So for the first time for centuries at least, poor ethics is getting really exposed.

 Leaders basically have two options going forward: Find new clever ways to hide damaging secret information OR be transparent. The second option is far easier but only if leaders can move beyond their ego and their focus on personal gain.

 This means that for the long term benefit of society we have to do something proactive about making sure we choose leaders that can and do think beyond there ego (we call that "Transpersonal Leadership")

Our brains have a stone-age default that encourages us to follow strong, powerful, tough, leaders that perform. That often means they are selfish and ego-driven. As a result their main goal is to get to the top and stay there rather than take care of the stakeholders of their organisation. Yet because of our herd instinct we follow them and put up with poor behaviours and values and don’t complain until a major event disposes them – then we all complain how bad they were!

Who is guilty?

As individuals in our modern society most of us, when we reflect and consider rather than react to instinct, still want and value leaders who are performance driven but we also want leaders who are empathetic, humble, transparent, caring, engaging, empowering and whose goal is to take care of the interests of all the stakeholders – before themselves.

Our current processes of selection and development of leaders, and our natural deferment to those who are either very political and very strong, or both – means we get the leaders that maybe we deserve.

To address this we need to fundamentally change how we select and then develop our leaders of the future. We need to insist on the right behaviours and actual demonstration of the right values before individuals are even considered for promotion and responsibility. Rather than a shortage of talent, this would create a much broader base for developing future leaders, eliminate the unsuitable candidates and probably finish up with leaders who would be more competent for our time - as well as being content with a reasonable remuneration.  The result would be a much more diverse range of leaders, including more women and other currently disadvantaged groups.

There are ways to select and assess leaders (see note below) on a different basis and there are ways to develop the right behaviours and attributes to enable the right leaders to achieve their potential competence.

We just need to do it.

Note: The faculties of LeaderShape and The University of Chester (experts in Work-based Learning) have joined forces to write a new book "Leadership Assessment for Talent Development",  published by Kogan Page.  It has reached no. 35 in the Amazon Best Seller’s Rank for Training – and highest position of Top 1% on the Amazon Best Seller’s Rank (out of 6m!)


Other members of the Tomorrow's Company panel were:

  • James Featherby, Chairman, Church of England Ethical Investment Advisory Group
  • Richard Sermon MBE, Chairman, City Values Forum
  • Tony Manwaring, Chief Executive, Tomorrow's Company (chair) 


Professor Malloch was promoting his new book "The End of Ethics  - and a way back


The Learning Approach

LeaderShape offers unique work-based learning programmes, accredited to Masters Level by the University of Chester. Participants can gain a PgC, PgD or MA in Transpersonal Leadership and provides the UK's ONLY University accredited qualifications in coach, mentoring and facilitation so senior staff can explore how best to develop workplace programmes. This range of knowledge and understanding ensures your managers, leaders and teams have the key tools at their disposal to reach for success.
The courses are applied to your situation and immediately useful to the employer and the organisation, preparing learners for higher levels of leadership in current and future roles. A regular process of critical reflection, provides immediate benefits and upskills key personnel for life-long enhanced competence.

Outcomes for you or your staff include:

  •     improved morale,
  •     lower turnover,
  •     better working relationships,
  •     more innovation and higher levels of confidence,
  •     better teamwork,
  •     commitment to strategic goals and
  •     increased, sustainable bottom line results.


Coaching, mentoring and facilitation tackle your organisation's differing concerns. But with a plethora of schemes and organisations to choose from, it's time there was a recognised MA, diploma or certificate to ensure training standards meet your exacting needs. Well, now there is!! 

University Accredited Courses - Post Graduate Certificate, Diploma and Masters degrees tailored to your organisation's needs

Scientific studies show certain leadership approaches such as Emotional Intelligence (EI) and Transpersonal Leadership (leading beyond the ego) help develop positive attitudes and workplace culture. Participants choose from a highly flexible range of modules to meet the needs and interests of your organisation, enabling the precise award to reflect your organisation's goals.  Upskill to deliver the best return on your people  investment, improve morale and staff retention and be sure your programmes really deliver.

Call us on +44 (0)330 323 0275 to discuss joining our 2012 cohort or contact This email address is being protected from spambots. You need JavaScript enabled to view it. for more details.

Laughter is carbonated holiness."
Anne Lamott (author of Bird by Bird – whose writing makes author & coach, Sue Knight, laugh!)

What gives laughter its power as a coaching tool?  We cannot laugh and think at the same time. This is a huge advantage when coaching, as too much thinking often hinders progress! Sue Knight has for many years unpacked the strategies and theory of this very powerful approach. This workshop was an opportunity to explore and practice some of these strategies for change.

  • The ability to enable us to laugh at our issues changes the way that we experience them astonishingly.
  • Laughter is increasingly recognised as a powerful source of healing resources.
  • When we laugh something happens in our brain and we release new chemicals into our blood stream.. chemicals that support us to think and experience things differently from before.

This workshop explored using laughter to enhance:
Individual responses to events – showing coaches how to use laughter in ways that are valuable to their work with clients.
Client perspectives – how humour helps them move on from situations.
Organisations - what they can draw from best practice that is valuable in working with groups and teams.

Attendees learned:

  • An understanding of some of the elements of coaching with humour and strategies to use in your work
  • The know-how to apply to this approach in practice
  • The theoretical background to avoiding the Drama Triangle
  • This event carried 7 ICF Continuing Coach Education Units

This unique opportunity offered a chance to…

  • Learn to recognise how humour manifests in practitioners and in their clients
  • Understand its impact on performance
  • Focus on regaining perspective through humour
  • Practise helping individuals re-find a sense of humour.

This workshop could also be counted towards a prestigious post-graduate University degree and carried ICF (International Coach Federation) Continuing Coach Education Units (CCEUs) – 7 hours.


Facilitator: Sue Spencer -Knight
Sue Spencer-Knight is an international consultant and author, pioneering the use of NLP for people in business. Her work includes and goes beyond NLP in an aim to support clients to discover unsuspected greatness.  Sue works with in-house clients and NLP courses delegates in the UK and abroad to help them to make a positive difference to model excellence, become a success in business, enhance their own organisations and their personal lives.   Sue is the author of several books including the international best seller NLP at Work and NLP and Leadership. Other work includes conferences and ‘one to one’ high performance coaching sessions along with a skilled team of trainers.  Sue says she subscribes to the values of openness, truth, integrity, trust, learning, generosity, commitment, fun and love and is honoured to have been described as ‘bringing the heart and soul to business’.

Do take a look at our Gallery of photos from the day for a sense of the fun and inspiration enjoyed as part of this Masterclass series.


BUSINESSES IN THE SOUTH WEST of England demonstrated above average growth thanks to a team of sixteen senior directors and former CEOs who have themselves graduated from LeaderShape’s Post Graduate Certificate (PGC) in Coach-Mentoring and Facilitation in Organisations accredited by the University of Chester.

Despite the economic climate over recent years, the £5 million cutting-edge European Union leadership programme saw impressive results. (See Case Studies below.) 

The two-year Coaching for High Growth / Oxford Innovation Grow Cornwall Programme supported 120 businesses while the executive-level coaching team themselves learned how to develop the highest quality company mentoring programmes.

Their in-house qualification, the first stage towards a Masters Degree in leadership, was used to help small and medium-sized enterprises (SMEs) realise potential by, for example, producing a solid business plan, gaining early stage finance and safely protecting innovation. The executive graduates now apply their transferable skills – ensuring companies, industry and organisations of all sizes have the tools to thrive.

UK organisations spend over £38.5 billion on training but poor mentoring programmes often hamper their performance. PGC delivery team Senior Coach, Danielle Grant of LeaderShape says: 

“The PGC qualification filled a gap identified by a Chartered Institute of Personnel and Development (CIPD)[i] and cut training costs. CIPD research shows companies which do not train are 2.5 times more likely to go bankrupt and also to lose vital talent. Their recent survey shows[ii] one in five leaders and almost a quarter (24%) of HR professionals actually rate their organisations’ leadership development programmes as ineffective. With spending under pressure this PGC helps ensure monies are efficiently allocated and focus on business objectives.”

LeaderShape and the University of Chester developed the course as an accredited programme for those who want to develop their ability to act as Coach /Mentors and Learning Set Facilitators to build expertise to identify, deliver and evaluate learning, development and training needs.

The High Growth programme offered keenly targeted support; studies demonstrate a small number of highly motivated businesses generate most new and high-value jobs, mostly in dynamic sectors which impact on a region’s prosperity.

Professor David Major from the University of Chester, overseeing the accreditation, says:

“Learning and development (L&D) is vital to economic recovery and ensuring organisations are well placed for en eventual upturn.  Strong professional delivery of training and learning is among the most useful tool available. UK success depends on the generation of leaders we are training now.”


The Oxford Innovation team of coaches have a diverse set of business backgrounds and sector expertise, from aerospace and nanotechnology to dog food and beer. Their extensive networks enable them to identify specialists from across the UK and further afield, to address the challenges faced by businesses as they seek to grow.

Sullivan Cuff Software assists healthcare professionals control and manage anticoagulation in patients using warfarin.  With support from Michael Barritt, a coach with  IT specialist skills in the Oxford Innovation team, and a colleague with healthcare sector knowledge, the company has learned how to  address regulatory requirements in preparation for growing the business.   MD at Sullivan Cuff Software, David Barrett, comments

“With the help of the expertise from the Oxford Innovation team we have been able to progress our business more quickly and effectively.  They have really lifted the pressures of planning for growth and guided us through the challenges faced by companies taking products into specialised medical markets.”

St Kitt’s Herbery, started by husband and wife team Susan and Paul Johnson in 2001, produce over 300 fine herb-based products, from toiletries to chilli-flavoured chocolate. With support and guidance and a focus on e-commerce and web-based sales opportunities, they experienced online sales increase by 88% in the four months from January 2010, compared to the same period in 2009.

Susan Johnson said:

“Laurence MacRory is responsible for social networking activities within Oxford Innovation. We would never have believed that the use of social networking activities could have such an impact on our sales. The results have made us rethink our sales and marketing strategy and we are excited about our future growth potential.”

[i] CIPD 2008 War on Talent

[ii] The 2011 Chartered Institute of Personnel and Development (CIPD) UK Global Leadership Forecast, also reveals that only a third (36%) of UK leaders and less than one in five (18%) UK HR professionals rate the quality of leadership as ‘high’ in their organisations.


Coaching for Resilience Masterclass at Chester University

What leads one person to success and another to give up before they reach their goals?  

Resilience is not a 'have or have not' quality. Rather it is the sum of a range qualities all of us can develop so we can move forward more quickly when life slaps us in the face.

In this event we looked to develop skills in coaching on resilience issues by considering: 

  • Individual responses to setback - what can people learn from experience that is valuable to their work.
  • Client perspectives - what approaches will help them move on.
  • Organisations - what they can draw from research on resilience that is valuable at times of difficulty.

Coaches took away

  • A deepened understanding of what resilience is and how it fits with their work.
  • Resources to apply to personal resilience
  • Practical tools to bring to coaching work.
  • 7 ICF CCE core coaching competence units.


This unique opportunity offered a chance to…

  • Learn to recognise how lack of resilience manifests in practitioners and in their clients
  • Understand its impact on performance
  • Use written narrative as a way of helping shape a coaching contract focused on regaining resilience
  • Develop a solution-focused model to access resources for dealing with resilience loss
  • Practise a cognitive model for helping individuals re-find resilience
  • Gain an introduction to Acceptance and Commitment Therapy as an approach for regaining resilience
  • Use mindfulness in the context of supporting resilience

This workshop could also be counted towards a prestigious post-graduate University degree; and carried ICF (International Coach Federation) Continuing Coach Education Units (CCEUs) – 7 hours.

Models to be examined include cognitive reframing and an understanding of the usefulness of the ACT psychological inflexibility model, as well as Input on the value of diffusing messages.  A particular focus is on mindfulness, including pair work and whole group exercises.

The Workshop was provided by LeaderShape and The University of Chester.
Facilitator: Carole Pemberton: Coaching to Solutions

Carole Pemberton has over 20 years experience in career and performance coaching, combined with 8 years experience with an international management consultancy and at a leading management school.  She is currently involved in coaching senior executives in a major telecommunications company, senior civil servants in a number of government departments and regulatory bodies, the CEO of a NHS Trust and the Director of Social Services of a large county council.  She has previously worked in the finance, retail, and IT sectors.  She is the personal development coach to the Cabinet Office Top Management Programme and works with Henley Management College on initiatives directed towards developing women into the most senior roles, and supporting high potential staff.

Her style in coaching is to offer a supportive environment in which the individual can both be challenged and can challenge themselves.  She is the author of a number of books on career and management issues, and is presently preparing a new book to help managers coach staff in a sceptical age.

Using the science of the brain to improve coaching skills

The latest in a series of specialist master classes at the University of Chester has given coaches and talent management practitioners a new understanding of brain science to motivate and manage key employees.
The Neuroscience of Coaching for Engagement workshop was designed for those responsible for coaching or learning and development programmes with senior leaders and business executives. It examined how neuroscience can help boost outcomes and coaching success.

Neuroscience specialist, Chris Samsa, showed his public and private sector audience how to apply neuroscience to day-to-day coaching practices. The audience discovered how neuroscience could help achieve much deeper levels of engagement for a more positive and productive working – using alternatives to feedback and through creating an environment to enable people to experience greater insight.
The event was part of a highly successful series for practitioners in the North of England, hosted by LeaderShape and Chester’s Centre for Work Related Studies (CWRS.eu). LeaderShape is a group of experienced CEOs and business executives offering high impact Masters level qualifications, accredited by the University of Chester. LeaderShape Director, Danielle Grant, said:

“Companies are increasingly committed to nurturing senior talent and need the highest level tools to ensure a return on their expensive executive investments.  Research shows Leadership is the single most important factor in success and creating effective engagement is a very crucial part of the leader’s role. LeaderShape’s senior team understands what organisations go through – because we’ve been there! We believe it is crucial to help people build their own roadmaps to success with robust qualifications backed by the most reputable organisations, such as Chester – a UK leader in work-based learning.”


Tony Wall, Accreditation Specialist and Senior Lecturer, at CWRS, a leader in work based and negotiated learning said:

“The results from creating a deeply engaged team or organisation are absolutely amazing – all the participants took away something they could use immediately. ”

The event was accredited by the International Coach Federation (ICF) with 7 CCEUs and could form part of a prestigious CWRS or LeaderShape qualification. Previous events have included The Art of Masterful Coaching and Team Coaching.

Notes to Editors
Chris Samsa has been coaching in a business environment for over ten years. He is a regular speaker and presenter, specialising in personal development and innovation. Chris works with high achievers looking to either take their business capability to a higher level or to increase their company performance.

See how you can develop your coaching and facilitation practice at LeaderShape’s University of Chester accredited courses - http://www.leadershape.biz/university-accredited-programmes 

See how you can design your own high relevance, high impact qualification at the Chester Centre for Work Related Studies (CWRS.eu)













Boosting Success with Team Coaching – Warrington Masterclass

Team leaders and professional coaches from across Europe engaged in the second of a series of specialist Masterclasses. Co-hosted by LeaderShape and the University of Chester’s Centre for Work Related Studies (CWRS.eu), the Team Coaching Masterclass helped experienced facilitators develop insights and skills to boost the success of team, drawing on the highest professional and best practice standards. 

The Academy of Executive Coaching founder and CEO, John Leary-Joyce facilitated the Masterclass, and explained how a systemic approach to team coaching demands a much wider range of competencies than individual coaching. John:

  • Outlined the systemic context of team coaching
  • Facilitated a discussion about how team coaching differs from other forms of team facilitation
  • Explored the implications of all of this to the coaching contract
  • Described the competencies needed of a team coach.

LeaderShape Director, Danielle Grant said:

These hands-on, experiential workshops bring the highest level of development to senior coaches in our area.  We’ve been delighted by feedback saying the series will be “difficult to beat!”  Our ethos behind the programme is that good intentions regarding coaching provision are often undermined by a lack of training or proper framework.”

Our Masterclasses not only offer 7 International Coach Federation Continuing Coach Education Units per session, they can also form part of a prestigious University qualification, such as LeaderShape’s PGC in Coach-Mentoring and Facilitation in Organisations developed with the University of Chester. The PGC offers practitioners the greatest possible support in their organization, for success.

Co-organiser, Tony Wall, Accreditation Specialist & Senior Lecturer, said:

“This was an insightful, practical day working on tricky issues that we all have in our work. People returned back to their work with actions – whether in Warrington, London, Switzerland or the Netherlands. These are the sorts of insights we are always looking to create through our highly innovative work-based learning courses.”

The co-hosted initiative to bring high-quality coaching Masterclasses to the region has already attracted individual practitioners as well as corporate attendees, including from the telecoms and aerospace industries, to CWRS at the University of Chester, renowned for its excellence in work based learning.

This Masterclass follows another highly engaging Masterclass facilitated by one of the UK’s most senior coaches, Newfield Networks’ Aboodi Shabi. The specialist session “The Art of Masterful Coaching – beyond a set of techniques” offered highly advanced practical insights to its audience.

The interactive day attracted International Coach Federation Continuing Coach Education Units (7 hours) for participants, along with the opportunity to further deepen and accredit their learning as part of a prestigious qualification at the University of Chester, in areas such as coaching, executive development, leadership, organisational consulting development (see cwrs.eu).

Key links:


The Transpersonal (Spiritual) Journey Towards Leadership Excellence – Using 8ICOL®

Travelling from Ego Based Leadership to Transpersonal Leadership where the focus is beyond the ego to the needs of ALL the stakeholders of the organisation, each given appropriate priorities. The Spiritual essence of leadership is defined as “Personal Conscience” plus “Self Determination.”

Transpersonal (Spiritual) Leadership is about the development of a leader beyond their personal ego in the areas of Personal Conscience and Self Determination. These two competencies are the most advanced personal characteristics to be attained in LeaderShape’s 8ICOL™ model which provides the path for the journey towards leadership excellence. We like to be very careful about using the terms “Spiritual” and “Spiritual Intelligence” as we wish to avoid any suggestion of mysticism, magic or religion in our programmes.

LeaderShape’s “8 Integrated Competencies of Leadership” 8ICOL™ Model:

The 8ICOL™ Model has been developed to provide a complete journey towards leadership excellence. 8ICOL™ can be used to assess progress along the journey and to identify strengths and development needs. It is a model that integrates Rational Intelligence (IQ), Emotional Intelligence (EI) and Spiritual Intelligence (SI) together with Personal Preferences (PP). The model contains 8 prime competencies, comprising of 76 sub-competencies which in turn is made up of 316 statements to define leadership excellence. Like LeaderShape’s ground-breaking LEIPATM assessment tool for emotional intelligence and leadership styles, it measures the difference between observed and desired behaviours and attitudes in a specific context.

© LeaderShape 2012 – All Rights Reserved

The 8 competencies are - working from the bottom up in the diagram below -  Intellect & Judgment, Personal Preferences, Self Awareness, Self Management, Social Awareness, Relationship Management, Self Determination and Personal Conscience. The first six are largely well established as primarily IQ and EI competencies which form an important part of a leader's development. Indeed, the EI competencies provide excellent correlations to 6 different leadership styles which should be used contextually in different circumstance. The last two competencies are about "spiritual intelligence" but to avoid association with mystical and religious connotations we refer to them as the transpersonal (beyond the ego) competencies of Self Determination and Personal Conscience.

© LeaderShape 2012 – All Rights Reserved

Development towards leadership excellence is an organised and continuous journey along and through these 8 competencies with frequent iterations. Continually increasing awareness, inner self confidence, understanding and self assessment are the keys to progress. However, to succeed, leaders must learn the detailed "how to" of change for themselves and others. This requires developing new habits and authentic expression and behaviour.  Recent neuroscience research supports methodologies developed in the field of psychology that demonstrate that “change” (the essence of leadership) is initiated by insights which are the initial spark towards individuals finding their own solutions.


Because of the possible (mis-)understanding, interpretations and connections with the use of the word “Spiritual” we prefer the term, Transpersonal Leadership rather than the term Spiritual Leadership or Spiritually Intelligent Leadership. We believe “Transpersonal” appropriately represents what we mean by leadership that is beyond the ego. Ego based leadership is about power for control, prestige and personal reward; the kind we normally come up against! On the other hand, and although competition is a good and necessary thing, Transpersonal Leadership is about focusing on the needs and aspirations of ALL the stakeholders involved in an organisation including the community, and “yes”, the planet. Typical stakeholders in an organisation include:

  • The customer
  • The employees
  • The suppliers
  • The shareholders
  • The executive
  • The community
  • The planet

An interesting and valuable exercise is to attempt to list in order of priority all the stakeholders in the sustainable performance of the organisation. In a transpersonal context it is difficult to justify anything other than the “client” of whatever organisation as the most important stakeholder. But there must be a clear, understood and clearly communicated symbiosis between all the stakeholders.

Based on L. W. Fry’s seminal article “Towards a Theory of Spiritual Leadership” in 2003 (see insert below), and including both related competencies of Personal Conscience and Self Determination (the latter of which is often not included in discussions of “Spirituality”) we have developed our own definition of Transpersonal Leadership within the context of leadership inside an organisation.


The values, attitudes and behaviours necessary to intrinsically motivate oneself and others so all have a genuine desire to:

  • Serve others – and in so doing deriving purpose and meaning in life, and
  • Establish an organisational culture whereby leaders have genuine care and concern together with appreciation and understanding for self and others (that is, all stakeholders), while having the will, energy, aspiration and sense of doing one’s best (excellence) to achieve the highest level of performance to fulfil the organisation’s vision.


L. W. Fry in his article “Towards a Theory of Spiritual Leadership” in 2003 defined Spiritual Leadership as “the values, attitudes and behaviours necessary to intrinsically motivate oneself and others so that they have a sense of calling and membership”. He defined “Calling” as the experience of how one makes a difference through service to others and, in doing so, derives purpose and meaning in life. “Membership” on the other hand involves establishing an organisational culture based on altruistic love whereby leaders have genuine care and concern together with appreciation and understanding for self and others. This definition fits the model we have developed very well.


Before embarking on the stage of the journey to develop their Transpersonal Leadership competencies, we would always recommend that a candidate has first demonstrated a good level of competence in Emotional Intelligence** which will better enable a change in mindset. The reason for this is that developing the competencies related to Personal Conscience and Self Determination requires a degree of self awareness and inner self-confidence that is not present in the person who is not emotionally intelligent. The journey to Transpersonal Leadership excellence is difficult. Success requires diligence, regular focus and attention, and a new openness. It also requires participation in exercises that could otherwise be considered mentally too threatening or uncomfortable (though none of them are dangerous in any way). It requires mental and physical exercise (but not limiting to age or gender)

** Note: It is recommended that candidates have completed an EI competency programme and that their EI has been assessed through a tool such as LeaderShape’s LEIPA 360o. Ideally, candidates will have completed LeaderShape’s “The Foundation of a Journey Towards Leadership Excellence”, phases 1 through 5.


As explained, the two main competencies of Transpersonal Leadership are Personal Conscience and Self Determination. Personal Conscience is about:

  • Meaning
  • Beliefs
  • Morals
  • Ethical Behaviour
  • Values
  • Principles

While Meaning and Beliefs should be beyond the judgement of one individual on another, it is reasonable to expect a Transpersonal Leader to be able to state their view of the meaning of life and to have a definable set of beliefs.

Morals, in this context refer to the rules of conduct of a group or society, which may differ from one to another, are based on conviction rather than proven evidence and which may or may not be ethical.

Ethical Behaviour demands acting in a way that is consistent with ones own values and doing ones best to ensure the organisation acts ethically.

Values and Principles can be broken down into the following categories:

  VALUES (“Virtues”) of a Leader:
  • Trustworthiness *
  • Truth & Honesty *
  • Integrity *
  • Fairness
  • Conscientiousness
  • Humility
  • Excellence
  • Patience
  • Forgiveness
  • Altruistic Love.

 Note *: The first three are consistently listed as the most important traits of a leader in virtually all employee surveys.

PRINCIPLES of a Leader:   Spiritual or Transpersonal Practises 
  • Value led Vision
  • Positive use of Adversity
  • Holistic approach
  • Engagement with Diversity
  • Thought Independence
  • Asks Fundamental Questions
  • Objective Framing
  • Spontaneity
  • Sense of Vocation
  • Enjoyment
  • Respect & Appreciation of Others.

SELF DETERMINATION can be sub-divided into the following categories:

  • Motivation
  • Purpose
  • Drive (Intense Will)
  • Power
  • Energy
  • Courage
  • Resilience
  • Aspirations
  • Continuous Development (CPD)


For a leader to develop their Spiritual Intelligence and Transpersonal Leadership, they must embark on a journey of openness, vulnerability, understanding their shadow personality, and appreciating how they are perceived by others.

Such a leader must also further develop other so-called “sub-competencies” within the Integral Competencies of Self Awareness (eg: Spiritual Self-awareness), Self Management (eg: Vulnerability) and Relationship Management (eg:  Spiritual Relationship Mastery)to a new Transpersonal level of mastery.

Within the Integral Competency of Social Awareness, one must develop Compassion and Universal Awareness.

Towards Transpersonal Leadership Excellence

The journey follows through the following phases:

  1. Understanding and becoming more effective in Intuitive thinking (allowing the “inner you” to guide you to do the “right thing”) and using it to increase the effectiveness of decision-making. Intuition plays a vital and often unused role in effective decisions making. MBTI Step2 can have an important contribution here to identify an individual’s position on the Sensing / Intuition axis and whether it is dominant or auxiliary.
  2. An introduction to neuroscience and how recent research can help us to be better leaders, combined with an understanding of the history of “intelligences” and the latest related philosophies
  3. Becoming an Authentic Leader. Being who you really are – perhaps more than who you think you are or want to be.
  4. The importance of Personal Conscience and Self Determination in the role of a corporate or other organisational leader.
  5. A Transpersonal Leadership Competency Assessment (TRANSASS) which is part self-assessment and part multi-rated 360o. It measures the competencies of Personal Conscience and Self Determination.
  6. A continuing programme to develop Transpersonal Leadership focusing on the development areas identified in the TRANSASS. This includes various interventions of both the mind and body including coaching, group facilitation, reflection, meditations, experiential events and physical exercise disciplines.

The journey towards excellence in Transpersonal Leadership is not easy. It not only demands hard work, focus and determination, it also requires the actual “transformation” from an egocentric focus to thinking beyond the ego naturally. And it requires time.

Every individual will experience this journey in a very personal way. There is no one answer, there is no one path.           



Download this report





An Idea Whose Time has Come

There has been an unprecedented change in the demands of leadership over the last 10-15 years. This has been created by social and technological change, by globalisation and by the growing concern for the future of our planet. If we look back further over the last 50 years the world has witnessed amazing economic growth in many areas with some notable exceptions such as most of Africa. We are now at a turning point in this new 21st century and it’s time to grab the nettle.

The context in which companies now operate is what Tomorrow’s Company refers to this as the ‘triple context’ – where future and enduring business success will rely on understanding and responding to the links between the economic,social and environmental sub-systems on which we all depend, and the opportunities this brings. We therefore need leaders who put first the true stakeholders of their organisations (customers, employees, suppliers, the community, the planet, and yes, even the shareholders), rather than putting first personal reward (usually money), personal power for control and personal prestige (including fame and celebrity status).

After more than a decade of research in the day-to-day world of multinationals,corporates and public and private sector organisations, working with Chief Executives, Boards and key personnel, the report on The Invisible Elephant and the Pyramid Treasure sets out a journey towards the type of leadership that is better fit for this future – ‘Transpersonal Leadership’ developed from 13 years of experience of working closely with senior leaders.‘Transpersonal Leadership’ is the development of a leader beyond their personal ego to fully consider and act on the needs of all stakeholders. They must be transpersonal by thinking beyond their ego and be ‘Radical, Ethical and Authentic Leaders’.

The Invisible Elephant - good leadership matters

So why ‘The Invisible Elephant & the Pyramid Treasure’? We have all used or at least heard the saying ‘the elephant in the room’ when we refer to something that everyone in the room knows is a serious issue for that group but which no-one is willing to mention. In most organisations, leadership is the highest priority ‘elephant in the room’ –whether in the boardroom or the call centre, the warehouse or the reception, the way in which people are led matters, and it matters a lot! In the well-known survey‘100 Best Companies to Work For’ which claims to have the world’s largest database on the subject, good leadership is the most important characteristic of a high performing company.

The problem is that most leaders in most organisations are not aware of how their behaviour and how they deal with other people affects their own performance, that of the people they are dealing with, and ultimately the performance of the organisation. The fact that most leaders are not aware of the issue is why leadership is called the ‘Invisible Elephant’.

The Pyramid Treasure is not magic

The ‘Pyramid Treasure’ is the ‘Eight Integral Competencies of Leadership’ (8ICOL). It is referred to as the ‘treasure’ because its development over a period of several years culminated in being able to express what has often been described as ‘spiritual intelligence’ in  words that everyone could relate to - without it sounding mystical, magical or religious. We use the term ‘transpersonal’ rather than ‘spiritual’ which is defined as ‘beyond the ego’.   The subtitle of this publication ‘Tomorrow’s Leadership – the transpersonal journey’  is about the journey of self-discovery and implementation. A journey that can be life-long with no finishing point as personal development is as infinite as the universe.

All of us are on that personal journey and always will be, whether we are aware of it or not.

Helping teams perform: Team Coaching Day at Chester University

Team leaders and professional coaches from across Europe engaged in a specialist workshop on Team Coaching. John Leary-Joyce, Founder and CEO of the Academy of Executive Coaching, presented one of the next biggest steps in the evolution of coaching practice – ‘systemic team coaching’. John tells us:

“Now, more than ever, organisations are looking at how to motivate and manage their teams in a period of change and uncertainty. The time is ripe in the coaching market to differentiate Team Coaching from other forms of team or group development and to extend the definition and body of theory and practice of Team Coaching.”

Participants explored what systemic coaching is, and how is it different from individual coaching, team facilitation, team building, team development or action learning – and then had team input into real, live team coaching contexts to develop their skills. Valuable ways to deal with and engage stakeholders in team contexts to sustain enhanced performance were also shared for coaches and leaders alike.

This was another successful CPD day held at the Warrington Campus of the University of Chester, organised by LeaderShape and the University’s Centre for Work Related Studies. Co-organiser, Tony Wall, Accreditation Specialist & Senior Lecturer, said:

“We had an insightful, practical day working on real issues. People returned back to their work with actions – whether in Warrington, London, Switzerland or the Netherlands.”

Co-organiser, Danielle Grant, LeaderShape Director, explains her delight at being able to offer the event at the University on 16th May

“neuroscience…a really valuable insight into how new brain science can help coaches and mentors, with Christopher Samsa!”.

The interactive day attracted International Coach Federation Continuing Coach Education Units (7 hours) for participants, along with the opportunity to further deepen and accredit their learning as part of a prestigious qualification at the University of Chester, in areas such as coaching, executive development, leadership, organisational consulting development (see cwrs.eu).



Read more details in the full press release

I want to suggest that the human soul longs, perhaps more than anything else, to express itself and be heard or seen. It doesn't need to be fixed or told what to do next or given a solution. It simply longs to be witnessed."
Aboodi Shabi

AS PART OF LEADERSHAPE'S MASTERCLASS SERIES of workshops at Chester University, one of the UK's most senior coaches, Founding President at the International Coach Federation, Aboodi Shabi offered new perspectives to private and public sector Executives and independent practitioners.


Aboodi Shabi’s Masterclass in ontological coaching examined ways to develop deep listening to allow the authentic human being to speak. Focusing practically on the world of work, the day offered both coaching and reflective exercises. Presentations and interactive study explored a framework to understand beyond presenting goals, then to move beyond coaching techniques to discover the true expression of the client.

Facilitator Shabi says: “In our increasingly rational culture, we have learned to invalidate that which can’t be measured or analysed. We don’t value that which makes no sense, or has no apparent purpose. We learn to communicate strategically, effectively and intelligently, but at the expense of truly expressing ourselves. And when we cannot express ourselves fully, our magic cannot show up. We might well be performing well against measurable targets but we are like empty shells, living lives that are automatic and soulless.

“Coaching that doesn’t include this capacity to deeply listen misses out on the essential core of the client’s being and can only really be skin-deep.”

This philosophy is applied to meet corporate agendas, encouraging coachees to understand resistance to change, the journey to new values and ideas and how to achieve better results in their organisations and their lives.


We cannot solve our problems with the same thinking we used when we created them"

Einstein's famous quote can surely be applied to leadership.

Tomorrow's Company, the Chartered Institute of Management Accounts and Indian conglomerate Tata has given LeaderShape the honour of launching John Knight's substantial contribution to the debate - a publication entitled "The Invisible Elephant and the Pyramid Treasure." 

The Forward from Chief Executive, Tony Manwaring reads:

We are delighted – indeed honoured – to publish this contribution on leadership by John Knights: we think this is a gem of a publication, and are thrilled to share it with you.
If leadership is the ‘Invisible Elephant’ in the room of our title, so we dare to believe this work of John’s is a hidden gem that can not only reveal but also change what leadership is, means and needs to be for the twenty-first century. As I write this, I recognise all too well that this may well be a somewhat grandiose claim! See what you think. The real wealth of insight – the ‘Pyramid Treasure’ – is contained in the ‘Eight Integral Competencies of Leadership’ which forms the heart of the work.We have all read books and articles and attended courses on leadership – for us the power of John’s framework is that it brings together the good stuff from all of this material, and frames it within a structure which is logical, sequential, and above all transformative."

The work has alread seen a launch in India with top executives from leading multinationals and national companies. 'Success through corporate sustainability - strategy, leadership and reporting', was a pioneering two-day event hosted by Tata. The programme engaged business leaders from across industry including, Lupin Pharmaceuticals, Tata Chemicals, PwC, Ernst & Young, and professional body like ICWAI.
The UK launch is underway and we are delighted to bring you this taste of what is to come, to whet your appetite!


Enjoy a taste of the launch of this publication here:

And see the extensive media coverage for this publication.

We aim to establish Oxfordshire as a world-beating innovation hotspot, with a sustainable community of innovative, high-growth businesses. The enthusiasm and passion for enterprise will be harnessed to encourage young people in the region to increase their skills, improving the capability and competitiveness of our workforce."

Chairman Innovation & Growth Team Board, Martin Dare-Edwards


Unique expert community for high growth business

Leadership development experts and business coach-mentors, LeaderShape is proud to have been a consortium member of the Oxfordshire IGT programme; The prestigious partnership is led by Oxford Innovation together with ISIS Innovation, Oxford Brookes University, The Oxford Trust, Business Link, The Oxford Economic Partnership, Oxfordshire County Council, NESTA and The Technology Strategy Board.

A major part of its strategy is developing a Community of Innovation to encourage and enable over 1,000 businesses to share information and experiences. LeaderShape provided leadership development expertise and coach-mentor and facilitation training to the IGT team.The IGT was one of eight  funded by SEEDA (South East England Development Agency) to provide tailored coaching, mentoring and networking opportunities to businesses of all sizes.

LeaderShape is convinced of the value of good quality coaching, mentoring and facilitation in the work place. However, experience has led them to the conclusion that the good intentions behind these initiatives are often undermined by the lack of training or a proper framework for the provision of this valuable Work-Based Learning.  This understanding has led them to work closely with the University of Chester to develop a unique qualification; The Post Graduate Certificate in "Coach-Mentoring and Facilitation in Organisations". This qualification is accredited by the University of Chester which has long been known as a leader in Work-Based Learning qualifications.

Work-based, post-graduate level learning

HAVE YOU EVER WONDERED HOW a postgraduate or Master’s level University qualification could be truly useful in your workplace? Work-Based Learning ensures your knowledge is employed effectively in your job, as well a providing you with a recognised qualification to enhance your CV. It will help you embed great leadership skills and behaviours in your board, teams and key staff.

Qualifications in Coaching & Leadership development.

Build on your coaching qualifications and skills with a practical and advanced theory supported postgraduate course, customised to you and your organisation’s needs. The University Masters-level degree will help you get the very best ROI from your coaching investment and prove you can really coach and lead effectively!
LeaderShape offers a suite of courses – one leading into the other. These are:

Qualifications in Leadership

Embed high-quality leadership throughout your workplace with a practical postgraduate pathway, supported by high level theory. Our unique University Masters programme will ensure you can really lead effectively to improve success for yourself and those around you!

LeaderShape offers the following suite of courses – with each certificate building towards a higher level if you wish to take your studies further:


LeaderShape’s programmes are designed and developed by our former CEO’s and business leaders, together with the University of Chester - global leaders in providing customised work-based learning. Our approach is completely different from standard academic courses; they enhance career opportunities and directly benefit you as a participant, your organisation and your wider stakeholders.

Email This email address is being protected from spambots. You need JavaScript enabled to view it.  or call us on +44 (0)330 323 0275  to discuss opportunities to join our prestigious courses.

How do our courses differ from others - see here




Do you understand the difference between these disciplines?  Answer our questionnaire and with your score you get a free report explaining all!