Leadership and learning are indispensable to each other Speech due to be made by John F Kennedy, 22 November 1963

1. Leadership and learning are indispensable to each other
Speech due to be made by John F Kennedy, 22 November 1963

2. Creating leaders. If an organisation wants to achieve
its aims, it needs committed and inspired leaders. No
other assets will produce such a sustainable competitive
advantage. Equally, never have expectations of leaders
been higher; those that disappoint are quickly blamed for
an organisation’s failure. With over 40 years’ experience
of observing good, great and indifferent leadership,
Coverdale offers a leadership development programme
second to none. With confidence, it will help you create
your Leaders of the Future.
Tailored to the needs of your organisation and rooted in
the principles of experiential learning pioneered by our
founder Ralph Coverdale, Leaders of the Future is typically
delivered in several modules over the period of a year.
The programme acknowledges that leadership development should
meet the needs of both individuals and their organisation.
Programme aims for the organisation
• To give your enterprise a critical competitive advantage through the
quality of its leadership, thereby enabling exceptional business results
and sustainable long term success
• To ensure that your future leaders will be equipped to lead change,
in keeping with your organisation’s vision and values
• To enable your organisation to act on its succession planning and
offer those individuals on whom your future rests the motivation
to stay for the ride.
Programme aims for the individual
• To equip talented individuals to develop their leadership skills and
put these into practice during the course of the programme
• To provide a forum in which attitudes to leadership can be tested and
challenged, stretching the individual through the taking of non-physical
personal risk but without risking the business
• To bond with a selected peer group and develop a shared commitment
to your organisation’s future that will give work a new sense of purpose.
This brochure describes how we do it.

3. Our leadership philosophy. We believe that different
forms of leadership exist on a continuum, with
tactical leadership at one end and strategic leadership
at the other. What underlies the continuum is the
balance of time that a leader devotes to thinking in
the present, as opposed to envisioning the future.
Early on in their careers, people often experience the opportunity to
give tactical leadership; only some are later called to provide strategic
leadership. Tactical leadership is often task- or project-oriented with a more
narrowly defined scope, clear purpose, limited risks and shorter timescale.
At the other end of the continuum, a strategic leader will bring clarity of
direction into the future, have a grasp of the external as well as the internal
environment while focusing the organisation on the opportunities that
either may present — and be willing to take on the risks required to achieve
the organisation’s goals.
Wherever they are on the continuum, all leaders need to be able to draw
on a range of core skills, tools, techniques and behaviours that they use
selectively to help them lead in a manner appropriate to the circumstance
and to meet the goals they want to achieve. Our observation is that two
factors define the most effective strategic leaders: first, the ability to select
and deploy these skills, tools, techniques, and behaviours as required by
any situation; secondly, the ability to travel the continuum from tactical to
strategic leadership — and still apply the core skills to creating the future.
Leaders of the Future is a programme designed to help promising
individuals not only to discover for themselves the universal characteristics
of successful leadership but also to understand the continuum that they
will need to travel, wherever they are on that continuum today, to be the
strategic leaders of tomorrow.

4. Our approach to your programme. Each programme
is tailored to the needs of your organisation, as every
organisation has its own needs. We work with you
to devise your programme’s content so that it will
deliver the core leadership competencies that you
have defined for your organisation. If you do not
have a set of competencies, we will help you develop
these. Your own competency framework will help
your future leaders visualise success – and act as one
means of measuring it.
The programme is founded on a number of elements set out below:
• Research shows that the most sustained learning comes from discovery
borne of experience, rather than the learning by rote of theory or case
studies. The programme includes a high element of experiential
learning, developed through Coverdale’s long experience of pioneering
such techniques.
• Successful leaders typically demonstrate heightened levels of
self-awareness. So we apply recognised psychometric tools to assist
participants to build up a clear picture of their own character and
preferred working styles.
• The programme is typically delivered through five modules of between
two and five days each, scheduled over a 12-month period. This allows
participants to put the learning from each module into practice and to
come to the next module equipped with rich stories of application.
• Each programme can accommodate up to 16 participants. If your
organisation’s size cannot support this number, we are sometimes able
to bring together two smaller organisations with similar leadership
needs to share one programme.
• As part of the programme, the group is required to apply its new
skills to a strategic work- or community-related project and, at the
end of the programme, to report back to the project’s sponsors. The
project introduces an external dimension to the programme, raising
risk and extending comfort zones. It also ensures that your programme
is grounded in your business or local community and, additionally,
offering real benefit to one or the other.
• The programme can be adapted to suit groups at different levels in
their careers.

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The Coverdale leadership model. The model shows the dynamics of
leadership on two axes: first that of scale and scope, moving from the
core to the outer circles, whereby the demands on leadership skills grow
as the leader moves from tactical leadership of a small team to strategic
Successful change is driven by strategic
leadership which provides a vision of the future,
understands and defines the culture, clearly
outlines the journey and aligns and engages
people with the vision in an inspirational
way. Tactical leadership ensures that effective
planning, implementation and review takes
place. The model shows the skills and behaviours
required for tactical leadership and the change
in emphasis that enables a tactical leader to
become a strategic one.
leadership of a whole organisation; and secondly, that of time and stage,
travelling around the circles, whereby leaders need to identify where they are
in the cycle of leadership. A different application of skills – or competencies
– is typically required at each stage.
The Leaders of the Future programme aims
to explore all the skills, tools, techniques and
behaviours shown in the concentric circles, as
well as helping participants to consider the
importance of stakeholders in their success.
It is the concept of these concentric circles
that inspired the design of the Coverdale
logo.

6. An example programme could look like…
• A five-module programme undertaken over 12 months (number of
module days shown below are illustrative)
• Tailored to support your organisation’s leadership competency framework
Module 1 (five days)
The Aims
• So that participants understand
themselves and the implications
for their leadership style
• To enhance their core leadership
skills
• To explore ways of leading teams
that consistently deliver
high-quality results
• To establish “reviewing to
improve” as a practice for
accelerating personal learning
Outcomes
• A more profound understanding
of themselves as people and
as leaders, gained through
360° feedback from the people
they work with (undertaken prior
to the course) and Myers Briggs
personality type analysis
• A professional development plan
• Increased confidence in personal
leadership abilities and potential
• Increased ability to lead teams
• A range of useful thinking tools
and techniques
• A plan to apply personal learning
back at work, including a back at
work task
• A peer coaching relationship
established
• 16 participants per programme (can be shared between two organisations)
• Supported by ongoing review, mentoring and coaching during and between
modules (peer to peer as well as by a consultant)
Module 2 (four days) Module 3 (four days) Module 4 (two days) Module 5 (two days)
The Aims
• To review the application of
personal learning from Module 1
and its effect on business results
• To explore their leadership in an
organisational context
• To enhance their strategic
leadership skills
• So that they take an holistic
view of the organisation
• To enable alignment within
teams and between teams
so that organisation aims are
delivered.
Outcomes
• An updated professional
development plan
• Further thinking tools,
techniques and models
• An enhanced understanding of
organisations and leadership in
them and of them
• Increased capability in leading
strategically
• A plan to apply their learning
The Aims
• To review the application of
personal learning from Modules
1 and 2 and its effect on
business results
• To explore leadership in the
context of change
• So that they take a holistic
view of the organisation and the
environment in which it operates
• To increase the participant’s
ability to envisage and lead
successful change
Outcomes
• An updated professional
development plan
• Further thinking tools,
techniques and models
• An enhanced understanding of
the systemic nature of change
• An increased capability to lead
change and to predict and
monitor return on the
investment
• A plan for continuing review and
maybe coaching support (peer to
peer and/or Coverdale)
• The launch of the group’s
strategic project
The Aims
• To equip participants to release
and develop the skills of their
people
• To practise coaching others in
order to improve their
performance
• To enhance participants’ skills of
coaching as a leader
Outcomes
• An updated professional
development plan
• Enhanced capability at coaching
as a leader
• Coaching tools/techniques,
including Coverdale’s unique
INSPIRE™ coaching model
• Personal plans to apply their
learning
• Continuing peer to peer
coaching
• A plan to repeat the 360°
feedback back at work before
Module 5, so that performance
improvement can be assessed
The Aims
• To review and consolidate
the learning from the whole
programme
• To prepare/polish/rehearse the
presentation of
- the strategic project results
- the personal learning and its
impact
• So the organisation can see
return on the investment in
learning
Outcomes
• The group’s strategic project
results (or interim results)
• Presentation of these results to
the project’s sponsor
• A plan for the participant to
debrief with their line manager
• Overall programme sponsors
will have strong evidence of its
effectiveness
Leadership in the context
of the individual
Leadership in the context
of the organisation
Leadership of change Leader as coach Leader delivers results

7. Q: What is different about this
programme and how will it
develop my people better than
other programmes in the market?
A: Five aspects make our programme
different:
• Our programmes are first and
foremost practical. We cover the
theory but our participants learn
by doing rather than just knowing
about it.
• All our programmes are based
on the core Coverdale learning
principle of experiential
development and our clear
leadership philosophy, which
informs the style and content of
the learning.
• We incorporate project work of
real value to your business or the
community (sometimes with third
party stakeholders). The projects
themselves enhance the learning
experience.
• Participants benefit from a
powerful combination of working
in groups and one-to-one
development through Coverdale
and peer coaching.
• The programme involves the
participant’s line manager in the
preparation of the participant
before the programme begins, his
or her development during the
programme and their debriefing
afterwards.
Q: What level of manager is the
programme aimed at?
A: The programme is suitable for
managers across a wide range of
experience and responsibility. To
ensure relevance, each programme
is carefully pitched to suit the level
of the group selected.
Q: What does the programme
cost?
A: Our example programme shown
on the previous page would have a
fee cost in the region of £7,000 per
participant.
Q What does this include and
not include?
A: Included
• Diagnostic work and tailoring
of the programme to your
organisation and your people,
including working towards your
organisational aims and
leadership competencies
• Delivery of the overall
programme and the modules
contained therein by experienced
consultants
• Personal coaching of the
participants
• Programme materials
• Regular programme reviews
with you
Not included
• Travel and accommodation costs
for participants
• Consultant travel and
accommodation costs
• Consulting time if you require
us to develop a set of leadership
competencies with you before
the programme begins.
Q: How will you tailor
the programme for my
organisation?
A: Built into the cost is an initial
diagnostic phase when we will
work with you and your people
to understand the vision, values
and goals of your organisation.
This will allow us to align the
programme with these, with your
leadership competencies and your
leadership model if you have one.
If you do not have a set of
leadership competencies, we can
help you develop these. We are
also able to tailor our leadership
model to the needs of your
organisation.
Q: How will you give me
confidence that you understand
our organisation, the business
we are in and our leadership
development needs?
A: We ensure that we understand
your business and your needs from
the programme by re-stating your
needs in writing to you before we
bespoke your programme. We
will ask the key sponsors and
stakeholders of the programme for
their agreement to that document.
Should your needs evolve during
the programme, we will document
any changes.
Q: What are Coverdale’s
credentials in leadership
development?
A: Coverdale has over 40 years’
experience in running leadership
development programmes.
Current clients include AMEC in
the UK, Carnegie Bosch Institute in
the USA and Daimler in Germany.
Our proprietary tools include
the Coverdale leadership model,
our model of change, our
Systematic Approach to Getting
Things Done and our INSPIRE™
coaching model.
Some questions answered. Why entrust The Coverdale
Organisation with this critical development of leadership
capability in your organisation? Here we have answered
the questions about the programme most often put to us
by our clients.
Q: Who will deliver the
programme and what is their
experience?
A: You will have a single key
contact in Coverdale who will
be responsible for devising the
programme with you and keeping
you informed as the programme
progresses. Your key contact will
assemble a team of Coverdale
consultants to help them
deliver the programme, with the
appropriate background, skills and
experience. All our consultants
have worked at senior levels in
organisations.
Q: May I observe them in action
before I buy?
A: We offer all clients the
opportunity to observe our
consultants in action, subject to
the agreement of the client they
are currently working for.

8. United Kingdom
The Coverdale Organisation Ltd
Plestowes Barn, Hareway Lane
Barford, Warwick CV35 8DD
T +44 (0)1926 625757
F +44 (0)1926 625758
E info@coverdale.co.uk
W www.coverdale.co.uk
Austria
Coverdale Managementberatungs-und
trainings Ges.mbH
Gonzagagasse 11/17
1010 Wien
T +43 (0)1 5334427
F +43 (0)1 5354578 - 15
E austria@coverdale.com
W www.coverdale.at
China
Coverdale Management
Consulting Co Ltd
Third Zhiye (Dong Yu) Building
Room B-2303 # A1Shuguang
Xili Sanyuan Bridge
Chaoyang District
Beijing 100028
T +86 (0) 10-58220691
F +86 (0) 10-58220692
E info@coverdale-china.cam
W www.coverdale-china.com
Czech Republic Slovakia
Coverdale CS s.r.o.
Polní 293
252 45 Zvole
T +42 (0) 257 760 107
F +42 (0) 257 760 106
E czech@coverdale.com
W www.coverdale.cz
Germany
Coverdale Team Management
Deutschland GmbH
Boosstraße 3
81541 München
T +49 (0) 89 – 65 14 007
F +49 (0) 89 – 66 86 85
E germany@coverdale.com
W www.coverdale.de
Russia
Coverdale JSC
Prospekt Kosygina 28-1-321
195298, St. Petersburg
T +7 (812) 715-72-06
F +7 (812) 715-72-06
E russia@coverdale.com
W www.coverdale.ru
Switzerland
Coverdale GmbH
Dufourstrasse 25
CH- 4010 Basel
T +41 (0)61 – 205 19 40
F +41 (0)61 – 205 19 45
E switzerland@coverdale.com
W www.coverdale.ch
USA
Coverdale North America
80 Morristown Road
PMB 338, Bernardsville
New Jersey 07924
T +1 866 293 1985
F +1 866 293 1985
E karsten.martens@coverdale.com
W www.coverdale.com
Founded in 1965, Coverdale helps to provide organisations and their
people with the vision, creativity, commitment and leadership skill
necessary to bring about sustainable change, performance improvements
and enhanced bottom line results.
We do this through ensuring clarity of aims, focus of resources, effort and
energy in order to achieve these aims and alignment of people, so that
they have the motivation and capability to deliver.
Coverdale’s consultants are recruited from business and industry and are
chosen for their first-hand experience of the challenges faced by leaders
of organisations.
There are currently Coverdale offices at the following international
locations:
Organisations have a choice. You can recruit leaders or
you can grow your own. In the event that the externally-recruited
leader fails, the costs of their recruitment, failure
and the associated disruption can be immense. However,
growing your own can seem equally risky, if you leave
your people to pick up what leadership skills they can as
they go along.
The alternative, of putting in place your own Leaders of
the Future programme, will give you the peace of mind
that this crucial element of organisational development
is properly in hand. The awareness in your future leaders
of the transition they may need to make from tactical to
strategic leadership, together with the skills and habits
they will acquire, will give them a surer footing on that
journey. It will also increase their commitment to your
organisation, so that you do not lose your best people
just when you need them most.
We hope this booklet has given you a helpful introduction
to Coverdale’s leadership development programme and
we look forward to discussing with you how we can meet
your organisation’s particular needs.