A Great Leadership Development Programme Approach

What Does a Great Leadership Programme Look Like?

Recently, I had the privilege of designing and delivering one of the most impactful leadership development programmes I’ve ever worked on.

It was a bespoke initiative crafted in close partnership with a forward-thinking client, and it had a bold ambition: to prepare the organisation’s top talent to become future board members within a two—to five-year horizon.

Naomi Connell - Executive Coach

This was more than just a training course—it was a transformational journey. Built on the pillars of coaching, self-directed learning, and practical, hands-on experiences, it became a powerful catalyst for personal and professional growth.

So, what made it a great leadership development programme? I've distilled this down to four key elements.

4 Tips: Designing a Great Leadership Development Programme

1. Genuine Board-Level Sponsorship

From the outset, the programme had strong executive support. A main board member took on the role of programme sponsor, acting as a consistent link between the cohort and the board. At each session, other board members joined to share their insights, experiences, and perspectives. This regular, informal interaction gave participants invaluable access to senior leadership—creating a culture of openness, learning, and inspiration.

2. Real-World Leadership Learning Opportunities

   
   

Each participant created a personalised learning plan that went far beyond the classroom. They were encouraged to take on practical, stretch assignments—such as serving on charity boards or engaging with industry groups—where they could build relevant, real-world experience. These opportunities brought board-level thinking into their day-to-day work and gave them a safe space to test, learn, and grow.

3. Self-Directed, Tailored Leadership Development

The cohort played an active role in shaping their learning journey. Based on their own gaps in board-level knowledge and experience, they selected topics and themes that aligned with their goals. Sessions were led by subject-matter experts and participatory in nature.

Being able to make it our own, take advantage of challenging opportunities and hands-on experience—that was an amazing opportunity. – Tariq

Topics ranged across the entire board spectrum: from strategy in action, leading in a crisis, innovation and entrepreneurship, leading change, inspiring high-performing teams through to board roles and responsibilities, governance and risk management. This made the learning relevant, timely, and directly applicable to the challenges of today and tomorrow.

4. Coaching and Mentoring as Core Foundations

Every participant was supported by both a qualified executive coach and an internal mentor—each offering a different type of guidance and support:

• Mentors, drawn from other business units, helped participants navigate organisational dynamics, explore career paths, and tackle live business issues.

To develop such a close relationship with the board and having a mentor was so helpful. The value of this informal practical learning should not be overlooked. – Sarah

• Coaches brought an external, non-directive perspective—focusing on developing authentic leadership styles, leveraging strengths, and challenging mindsets to unlock new thinking.

Participants also received coaching training themselves, equipping them to apply these skills in their own teams—a ripple effect that extended the programme’s impact throughout the organisation.

What Made this Leadership Programme Different?

It wasn’t just the programme structure or content that made this leadership development programme powerful—it was the depth of personalisation, the quality of relationships, and the commitment to real development.

But don’t just take my word for it:

I think it was the coaching—not only benefiting from it but also learning how to do it—that has made such a difference to my own leadership style. – Leo

Final Thoughts

Designing a leadership development programme like this requires courage—from the organisation, the board, and the participants themselves. It means going beyond content delivery and stepping into co-creation, coaching, and challenge. But when it works, it can change the trajectory of both individuals and organisations.

If you're thinking about your own leadership development strategy, ask yourself:

Are you building a programme, or creating a leadership experience that truly prepares people for the future?

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