The strength and success of a business lies not just in its services but in its people—especially those in leadership and management roles that manage and motivate staff. Recognising this, First Intuition (FI) has introduced tailored Leadership and Management courses that go beyond typical training programmes to develop genuine, impactful leadership that is personalised to the needs of individual businesses.

Saffron Building Society, a regional building society with branches and agencies in the East of England, asked FI to create a tailored Leadership and Management course for 12 of their Assistant Cluster Managers. As part of the course, the participants successfully completed three written assignments and achieved a CMI Level 3 Certificate meaning they are eligible for CMI Foundation Chartered Manager status (fCMgr).

Participants were also encouraged to present what they had learnt from the tailored programme, including the challenges they have overcome and how they felt they have changed since the beginning of the course. Below are some of the thoughts learners shared from the presentation day.

Pre-programme

Attendees on the 12 month course were asked…

How did you feel when you were invited to join this programme?

Apprehensive but it felt like a privilege as not many managers get the chance to develop their leadership and management skills and implement these skills into the business.

How did you feel at the start of the first session?

Apprehension about what would be included in the course as well as nervous about the unknown. However, from the moment we all sat down and worked together, it felt like a community spirit.

What did you identify as your weakness?

Handling conflict and seeing ideas through to reality, goals, and objectives for staff.

What did you want to get out of the programme?

Confidence, new techniques, and skills to transfer to the workplace.

What did attendees learn from the programme?

Case study: Michael

Michael began the course with a desire to improve his time management and become more positive in his role. He has seen substantial changes in his self-management and in how his team perceive him since completing the training.

• Learnings and Development: Michael gained valuable insight into managing his time effectively, adopting techniques like the Pomodoro method and the “pickle jar” approach to stay organised. The course helped him become more adaptable and resilient, developing a more positive mindset towards change.
• Implementations: He is now scheduling regular catchups with his team and actively seeking their feedback, which has fostered a culture of trust. Michael also reports that he has become more thoughtful in his interactions, encouraging his team to embrace changes as opportunities rather than disruptions.
• Achievements: This shift has altered how others see him, transforming from someone viewed as “negative” and “argumentative” to a “motivating,” “supportive,” and “organised” leader. Michael’s team members are now happier and more receptive to change, and feedback is shared more freely, reflecting an uplifted workplace culture.

Case study: Bronwin

Bronwin found the course instrumental in reinforcing confidence in her managerial capabilities, especially in understanding the strategic goals and values of the organisation and building stronger communication practices.

• Learnings and Development: The course emphasised the importance of regular feedback, difficult conversations, and understanding team motivators. Bronwin recognised that strategic goals outline “what” to achieve, values dictate “how,” and vision defines “why.”
• Implementations: Bronwin introduced a structured 121 template for consistency in communication and goal alignment, establishing a feedback culture where both positive and constructive input is encouraged. Bronwin used this approach to address challenges head-on, especially when scheduling or addressing individual team member needs.
• Achievements: Bronwin’s team now holds a Peakon score above the company average, indicating improved morale and engagement. She has successfully built stronger relationships within her team, which has enhanced their overall productivity and satisfaction.

Case study: Nat

Nat embarked on the course aiming to further develop her leadership skills and learn to tackle performance management challenges.

• Learnings and Development: Recognising that effective management requires continuous learning, Nat appreciated the course’s focus on getting to know team members personally and allowing them to challenge her openly. She learned to manage conflict by listening attentively and giving employees space to express their perspectives.
• Implementations: Nat’s proactive approach includes setting up personal contracts to clarify expectations and communication styles. She has used conflict resolution techniques from the course, such as open conversations and consistent follow-up, which have improved team trust and alignment with company objectives.
• Achievements: Team feedback scores showed marked improvement from the course’s start to completion, and Nat’s team has become more collaborative. Nat has created a supportive environment where ideas are exchanged freely. She is keen to continue her development by sharing best practices with other Assistant Cluster Managers.

Case study: Chelsea

Chelsea has used the course to deepen her understanding of her team and build a stronger foundation of trust.

• Learnings and Development: Chelsea valued the course’s focus on the power of positivity and the importance of building trust through honest, open communication. She also learned to tackle conflict calmly and see challenges as opportunities for growth.
• Implementations: Chelsea adapted her leadership style to listen first and avoid jumping to conclusions, following up with clear and constructive feedback. This helped encourage trust. She ensured her team felt heard and valued by distributing workloads fairly, which she achieved by consulting each team member on their preferences.
• Achievements: Feedback from her team highlights her ability to build trust and create a positive, productive environment. Chelsea’s positive attitude has proven contagious, enhancing the team’s engagement and performance while strengthening bonds within the group.

Case study: Nic

In his first managerial role, Nic approached the course with the aim of improving time management and building rapport with his team.

• Learnings and Development: Nic quickly recognised the significance of forging strong connections with his team and creating an atmosphere of mutual respect. He also identified time management as a key area for personal growth.
• Implementations: He held informal one-to-one meetings to understand his team’s motivations and goals, organising social events to celebrate their achievements and build morale. By structuring his day around designated time blocks, he now manages his workload more effectively.
• Achievements: Nic has fostered a high level of productivity and alignment within his team, evident from positive feedback from both team members and customers. His efforts to build relationships have strengthened the team’s unity and improved communication, enhancing overall efficiency.

Case study: Megan

Megan found the course invaluable in developing her emotional intelligence and building confidence in her management style.

• Learnings and Development: Understanding her team’s needs and adjusting her approach accordingly was a significant takeaway. Megan also learned to use Lewin’s change management theory to ease transitions, making changes smoother for her team.
• Implementations: Megan established a routine of catchups with team members, discussing their thoughts and feedback regarding new changes. Her commitment to consistent communication has fostered trust and a strong sense of team spirit.
• Achievements: Since completing the course, Megan has led her team to multiple successes, including an internal promotion and being named Retail Team of the Year. Megan is known as a supportive, influential manager who promotes teamwork and development, qualities highly valued within her team.

Case study: Molly

Molly joined the course with six years of experience at Saffron and sought to further enhance her management skills, particularly in delegation and conflict resolution.

• Learnings and Development: Molly realised the importance of empowering her team through autonomy and setting clear objectives. She learned to handle performance management more effectively by establishing clear communication and documenting feedback.
• Implementations: Molly adopted a laissez-faire approach to allow her team greater responsibility, stepping back to focus on her own tasks. She also implemented regular objective reviews during 121s, ensuring that team goals aligned with organisational objectives.
• Achievements: Senior leaders have noticed Molly’s growth in confidence, particularly in her role as a Subject Matter Expert. Molly improved team performance and customer satisfaction by proactively addressing potential issues and enabling her team to achieve their objectives with confidence.

What the employer had to say:

“Thank you for listening to us and curating this programme to such a high standard. It is important to us at Saffron Building Society that we put the effort in to develop our people and this programme has helped achieve that.”

“Thank you for bringing the course to us with everything we wanted and at such a high standard, and for showing us that it is really important that we put the effort in and develop our people. We are really really grateful for you guys developing all these amazing people.”

What made you choose FI’s tailored leadership and management programme?

“We had already used First Intuition to train some of our finance apprentices, and when we were looking to do a management programme, I reached out and explained what we wanted to do and asked if they could help us with it. We got the opportunity to design the programme how we wanted it. First Intuition came to our office and we all sat down together to talk about what we wanted and what we wanted people to get out of the sessions, then we agreed on how it should look and FI went away and built it.”

Do you feel happy about how the programme has worked out?

“Really happy, so much so that we are looking to hire more apprentices and have them do more courses.”

What made you contact FI about a leadership and management course?

“It was because we had had such a good experience in the past with their finance training, and it is always good to go back to something you know has worked well in the past.”

Were you nervous about choosing FI for a leadership and management course as they specialise in training accountancy courses?

“I wasn’t because of the first interaction of confidence with the course, and being involved in the process of creating the course and that it could look how we wanted with all of our missions incorporated… so our opinion and what we wanted was really taken into consideration.”

Have you noticed a difference in attendees since the start of the programme?

“Yes definitely, I really mean that.”

First Intuition’s tailored L&M courses

The success stories from Saffron Building Society show the real-world impact of First Intuition’s tailored Leadership and Management course. By providing a tailored approach that develops both technical and interpersonal skills, FI’s programme has helped managers redefine their roles, build stronger teams, and contribute more effectively to the organisation’s success. The manager’s report feeling more confident, capable, and aligned with the company’s goals, which has had a positive ripple effect on their teams and overall productivity.

You can find more information about FI’s tailored Leadership and Management courses here. Or alternatively, email angieheaney@firstintuition.co.uk.