Stepping Up
From doing the work to leading the work
For people who have just taken on a team, whether promoted from within or hired into the role. The work changes from delivering results yourself to enabling them through others.
Stepping Up supports professionals through one of the most significant shifts in a career: moving from delivering results individually to leading and enabling the success of others. The transition is rarely about technical capability. It is about learning to set expectations, give feedback that lands, hold performance conversations, and resist the pull back into doing the work yourself when pressure rises. Sessions are front-loaded across the opening weeks, when habits set and the risk of establishing the wrong pattern is highest, then settle into a fortnightly rhythm as participants apply the change in their own teams.
- Moving from peer to manager, or into an unfamiliar team
- Setting expectations and managing performance
- Handling difficult conversations
- Reverting to doing the work when pressure rises
- Confidence and legitimacy as a new leader
- Clarity on what the role actually is
- Practical tools for managing performance
- Confidence in feedback and difficult conversations
- Stronger communication and alignment skills
- A structured approach to developing others
Widening the Scope
From running a function to running a business
For senior specialists and functional leaders taking on scope beyond their own discipline, where the job becomes judgement across a whole business rather than depth in one part of it.
Widening the Scope supports experienced leaders at the point where technical mastery stops being the thing that carries them. Running a function rewards depth. Running a business rewards judgement across areas where you will never be the expert in the room. Participants work on commercial literacy outside their own discipline, on decisions made with incomplete information, on leading people whose work they could not do themselves, and on the identity shift from being the person with the answer to being the person who sets the direction. Nothing external forces this transition, which is exactly why it stalls so often. The programme supplies the structure that a senior calendar never will.
- Leading areas outside your own expertise
- Decision-making with incomplete information
- Moving from depth to breadth without losing credibility
- Commercial judgement beyond the function
- Being read as an enterprise leader, not a functional one
- Confidence operating beyond your discipline
- A wider commercial and strategic frame
- Tools for leading experts you cannot outperform
- Clearer enterprise-level decision-making
- A peer group at the same altitude
Claiming Space
From competence to authority
For women already holding leadership roles, where the work is no longer proving capability but being read as an authority, navigating power, and building the sponsorship that carries a career further.
Claiming Space is for women who have already made it into leadership and have found that competence alone does not translate into authority. The work here is presence, power dynamics, visibility and sponsorship: being heard the first time rather than the third, holding influence in the rooms where decisions are actually made, and building the relationships that open the next door. Because this material depends on trust that accumulates, the rhythm stays consistently fortnightly across six months. The honest conversations happen in session eight, not session three, and the programme is built to get there.
- Competence that does not convert into influence
- Being read as an operator rather than an authority
- Navigating power and organisational dynamics
- Visibility, sponsorship and access to decision rooms
- Holding authority without abandoning your own style
- Greater authority in presence and voice
- Strategies to build influence and sponsorship
- Tools to navigate power dynamics
- Clarity on the next stage of the career
- A peer network of women at the same level
Between Roles
From the role you had to what comes next
For people leaving a role, whether by choice, redundancy or internal redeployment, who need structure and momentum during the most time-pressured of the five transitions.
Between Roles is built for a different clock. Everything else on this page can afford to be spacious. This one cannot. Participants are usually on a notice period, inside a reorganisation, or carrying the cost of every week that passes, and the real risk is accepting the first thing that comes along out of pressure rather than the right thing. The programme runs weekly for ten weeks to hold momentum, built on the TIMANE© Framework, moving from understanding what is driving the change to a clear professional position and an active search. Two further sessions follow at 30 and 90 days after landing, because the point is not only finding the next role but making sure it holds.
- Lack of structure and momentum during transition
- Uncertainty about direction, or a role assigned rather than chosen
- Weak or unclear professional positioning
- An ineffective or unfocused search strategy
- Confidence in interviews and negotiation
- Managing the emotional and practical sides at once
- Clarity on direction and next steps
- A strong professional narrative and positioning
- A structured, active search strategy
- Confidence in interviews and negotiation
- Practical networking and opportunity mapping
- Support that continues after the new role starts
Leaving Well
From holding the role to handing it over
For senior leaders and organisations managing a planned exit, succession or retirement, where reputation, relationships and continuity all rest on how the handover is done.
Leaving Well supports leaders through a departure that has a date on it. Retirement, succession, a planned exit, or a restructuring at the top. The technical handover is the straightforward part. The difficult material is identity, stakeholder management, and what the organisation carries forward once you are gone. The programme tracks the real handover timeline rather than a fixed course length, running monthly across nine months with denser clusters at the start, while the shape of the exit is still being decided, and again around the transfer itself. It extends to twelve months where handover dates move, as they usually do.
- Managing an exit while balancing people and priorities
- Identity and purpose beyond the role
- Stakeholder expectations and prolonged uncertainty
- Communicating change with clarity and empathy
- Ensuring continuity and a clean transfer of authority
- A structured, staged handover plan
- Frameworks for ethical decision-making under scrutiny
- Confidence in stakeholder communication
- Minimal disruption to the business
- Clarity on what comes next personally
