Online leadership courses

Become the Kahuna your team deserves.

218 online courses from the Academy, across thirteen domains. Every course has twelve steps, with a podcast to listen to on the go, exercises, a practical assignment and a measurement before and after.

How a course works

Twelve steps to the top.

Every course follows the same route, so you always know where you are and what’s still to come. Around 50 minutes, spread over the days you choose. Every course comes with a two-voice podcast.

01What will you learn?The learning objectives
02The KahunaThe thinker behind the model
03Baseline assessmentWhere are you now?
04Chapter 1Read or listen
05Chapter 2With method diagrams
06Chapter 3And examples
07Chapter 4From practice
08ExercisesTry it yourself
09Practical assignmentApply it tomorrow
10SummaryThe essence in one place
11Knowledge testDo you remember?
12Follow-up assessmentWhat has changed?

218 courses

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Think differently, act differentlyIt’s not what happens but what you think about it that largely determines how you feel and what you do. You learn to notice, test and adjust those thoughts.Albert Ellis · 50 min
The habit loopMuch of your working day runs on autopilot. Charles Duhigg shows how to reset that autopilot, in yourself and in your team.Charles Duhigg · 50 min
The ladder of inferenceIn seconds you leap from what you see to what you make of it, and then you act as if your judgement were a fact.Chris Argyris · 50 min
Logical levels: change at the right levelWhy behaviour only truly changes once you see at which level something is playing out, from environment to identity.Robert Dilts · 50 min
The 7 Habits of Highly Effective PeopleFirst you take charge of yourself, then you truly work together, and you make sure you can keep it up.Stephen Covey · 50 min
Thinking errors that steer your judgementYour brain takes shortcuts all day long. You learn to spot when they distort your judgement of people and decisions, and what to do about it.Daniel Kahneman · 50 min
The Effective ExecutiveEffectiveness isn’t a talent but a handful of habits you can learn: knowing your time, choosing your contribution, building on strengths, putting first things first and making sound decisions.Peter Drucker · 50 min
Emotional intelligence as a leaderHow to read and handle your own emotions and those of others, especially when the pressure is on.Daniel Goleman · 50 min
Recognising behavioural styles with DISCFour behavioural styles that help you read yourself and others better, and consciously adjust your behaviour.William Moulton Marston · 50 min
Belief in your own abilityWhether you take on a difficult task depends less on what you can do than on what you believe you can do.Albert Bandura · 50 min
Getting Things DoneGet everything that demands your attention out of your head, so you can choose what to do now with clarity and calm.David Allen · 50 min
Habits that stickGood intentions rarely fail for lack of willpower but because of your system, and that system is something you can design: for yourself and in your team.James Clear · 50 min
The core quadrant: quality, pitfall, challenge and allergyWhat you’re strongest at is what you most easily overdo. You learn to see that balance, in yourself and in your team.Daniel Ofman · 50 min
Your brain and changeWhy you often know what’s better and still don’t do it, and how to help your brain change after all.Daniel Kahneman · 50 min
Leading from your own compassIf you know what you stand for, you hold your course under pressure and still keep growing.Bill George · 50 min
Leading with purposeWhy are you actually doing this? What Viktor Frankl discovered about meaning, and how to use it to give direction to yourself and your team.Viktor Frankl · 50 min
Mentally resilient under pressureStress isn’t in the situation but in how you appraise it. And that is something you can learn to influence.Richard Lazarus · 50 min
Mindfulness: leading with attentionYou learn to direct your attention deliberately, so that under pressure you see what is happening and choose rather than react.Jon Kabat-Zinn · 50 min
Mindset: growing as a leaderWhat you believe about talent shapes how you learn, how you see your team and what feedback you give.Carol Dweck · 50 min
Personal leadership: leading yourselfAnyone who wants to lead others starts with themselves: with who you want to be, with your habits and with how you handle your time and energy.Robert Dilts · 50 min
Personal networkingA network doesn’t grow through business cards, but through what you give, maintain and follow up.Robert Cialdini · 50 min
Positive psychology and PERMAHow you explain setbacks and which five building blocks underpin wellbeing, for yourself and for your team.Martin Seligman · 50 min
Professionalism starts with youWhat you believe, how well you read your surroundings, the bar you set and what you finish: that is where personal leadership shows.Stephen Covey · 50 min
Psychological flexibility with ACTYou learn to make room for discomfort instead of fighting it, so you do what matters to you, especially when things get tense.Steven Hayes · 50 min
RET: thinking clearly under pressureIt’s not the event that throws you, but what you tell yourself about it. You can learn to see that and change it.Albert Ellis · 50 min
Stress and burnout: adjusting course in timePressure helps you perform, until recovery fails to come: this is how you recognise the signals in yourself and your team, and adjust in time.Richard Lazarus · 50 min
Stress and copingThe same deadline is a challenge for one person and a threat for another: you learn why that is and what to do about it, in yourself and in your team.Richard Lazarus · 50 min
Staying resilient under pressureHow to stay on your feet when the pressure builds, keep the initiative when things go against you and help your team recover faster.Martin Seligman · 50 min
Active listening and I-messagesFirst work out whose problem it is, then choose whether to listen, say what you need or look for a solution together.Thomas Gordon · 50 min
Influencing with Cialdini’s principlesHow to build honest support for your plans, and how to notice when someone else is playing on your mental shortcuts.Robert Cialdini · 50 min
Conflict and negotiation without formal powerHow to reach agreements that work in projects and chains, even when you can’t tell anyone what to do.Roger Fisher & William Ury · 50 min
Crucial ConversationsPrecisely when the stakes are high, pressure pushes you towards silence or force. You learn a third way: honest and safe at the same time.Kerry Patterson et al. · 50 min
Humble InquiryTell less, ask more: that’s how you hear what is really going on and build trust.Edgar Schein · 50 min
Leary’s Rose: behaviour breeds behaviourHow to see what kind of relationship someone is seeking with you, and how to steer a conversation in another direction with your own behaviour.Timothy Leary · 50 min
The five axioms of communicationWhy you cannot not communicate, why the relationship colours the content and how to break a deadlocked pattern.Paul Watzlawick · 50 min
Essential communication skillsAsking, probing, listening and summarising: that’s how, as a leader, you find out what the other person really means.Paul Watzlawick · 50 min
Feedback and feedforwardHow to give feedback that lands, receive feedback without getting defensive and look ahead together with feedforward.Kim Scott · 50 min
Structured communication with the pyramidPut your message at the top, build your arguments logically beneath it, and your reader knows straight away what you’re asking.Barbara Minto · 50 min
Nonviolent CommunicationHow to deliver a difficult message without blame, and hear what lies behind a sharp remark.Marshall Rosenberg · 50 min
The SCARF modelStatus, certainty, autonomy, relatedness and fairness: see in advance when a message will land as a threat.David Rock · 50 min
The communication squareEvery sentence you say carries four messages. Which one arrives depends on the ear the other person listens with.Friedemann Schulz von Thun · 50 min
Courageous leadershipCourage isn’t a character trait but a skill: taking off your armour, living your values and having the conversation you keep putting off.Brené Brown · 50 min
Difficult ConversationsWhat lies beneath a tough conversation, and how to deliver even bad news clearly and humanely.Douglas Stone, Bruce Patton & Sheila Heen · 50 min
Radical Candor: caring and directGood feedback takes two things at once: you care about the other person and you say honestly what you see.Kim Scott · 50 min
Transactional analysis: Parent, Adult and ChildSee which ego state you and the other person are reacting from, and bring a stuck conversation back to equal footing.Eric Berne · 50 min
Meetings that deliverA good meeting starts by asking whether it’s needed and ends with agreements that someone actually carries out.Patrick Lencioni · 50 min
Building trustHow to become credible as a leader, earn and extend trust, and restore it when it has been broken.Stephen M.R. Covey · 50 min
Who really decides? Mapping the DMUA purchase is rarely one person’s decision: learn to see who else has a say, what matters to each of them and how to connect with that.Frederick Webster & Yoram Wind · 50 min
Autonomy, competence and relatednessMotivation isn’t a question of more or less, but of which kind, and as a leader you help decide which kind grows in your team.Ryan & Deci · 50 min
Better decisions with the BOB modelSeparate picture, judgement and decision, and you make decisions that are better grounded and that people actually support.Daniel Kahneman · 50 min
Retaining and engagingWhat ties people to your team is different from what engages them. As a leader you work on both, especially in everyday work.Frederick Herzberg · 50 min
The first 90 days in a new roleA new role is a pivotal moment: small choices in the first months largely determine whether you succeed.Michael Watkins · 50 min
The Leadership Pipeline: developing leaders and successorsEvery step up calls for different work: new skills, a different agenda and different things you value.Ram Charan · 50 min
The ten managerial rolesWhat managers really do, and how to choose deliberately which roles get your time.Henry Mintzberg · 50 min
Clearing the path to the goalWith path-goal theory you don’t pick your favourite style, but the behaviour that removes the obstacle on your employee’s path.Robert House · 50 min
Servant leadershipThose who serve first make others stronger. That doesn’t call for a soft leader, but for one who listens, gives room and stays accountable.Robert Greenleaf · 50 min
Getting off to a good start as a team leaderThe first step in the Leadership Pipeline takes more than a new title: your agenda, your skills and what you value all have to move with you.Ram Charan · 50 min
Leadership skillsAnyone can lead: what leadership actually is, how to match your style to the task and which roles you learn to combine.Jaap Boonstra · 50 min
Motivation through expectancyWhen someone doesn’t get moving, it’s rarely just a lack of motivation: usually one link between effort, performance and reward is faltering.Victor Vroom · 50 min
Motivation and hygiene: the two-factor theoryWhat takes away irritation is different from what gets people moving.Frederick Herzberg · 50 min
Solving problems and making decisionsFirst find the real problem, ask for help in time and then choose deliberately who has a say.Victor Vroom · 50 min
Situational LeadershipDon’t treat everyone the same; give each person what they need for each task.Paul Hersey & Ken Blanchard · 50 min
Task, team and individualWith John Adair’s three circles you see where your attention as a leader goes, and what you leave undone.John Adair · 50 min
Theory X and Theory Y: which view of people drives you?Behind every rule, check and reflex lies an assumption about people, and that assumption often becomes self-fulfilling.Douglas McGregor · 50 min
Transactional and transformational leadershipFrom clear agreements to inspiring, challenging and giving attention: the full range of leadership.Bruce Avolio & Bernard Bass · 50 min
From professional to managerManaging people isn’t a promotion within your profession, but a new profession with a new identity.Linda Hill · 50 min
Four types of leadership behaviourEffective leaders master behaviour focused on the task, the relationship, change and the outside world, and choose the right mix for each situation.Gary Yukl · 50 min
Coaching with GROWWith a simple conversation route you help an employee find their own answer, instead of giving it yourself.John Whitmore · 50 min
Coaching: what it is and what worksWhat sets coaching apart from advice and therapy, which schools of thought exist and which ingredients make a coaching conversation work.John Whitmore · 50 min
Coaching leadershipTell less, ask better: that’s how people in your team grow and take responsibility themselves.John Whitmore · 50 min
Coaching leadership in practiceAdvise less, ask and listen better, so your employee does the thinking.Edgar Schein · 50 min
The Success Case MethodDiscover what a programme really delivers by looking at who succeeded and who didn’t, and what your part in that is.Robert Brinkerhoff · 50 min
The learning organisationHow to use Peter Senge’s five disciplines to make sure your team truly learns, instead of solving the same problems over and over.Peter Senge · 50 min
The seven coaching questionsSay less, ask more: with seven short questions you turn every work conversation into a chance for your people to think for themselves.Michael Bungay Stanier · 50 min
Practising GROW conversationsYou know the GROW model. Now you put it into practice, with five practice scenarios and a fixed coaching routine.John Whitmore · 50 min
The 70-20-10 model: learning on the jobLeaders learn mostly from challenging work and from others, and you decide which experiences your people gain.Morgan McCall, Michael Lombardo & Robert Eichinger · 50 min
How adults learnAdults want to know why, bring their experience with them and mainly learn what they need right now. As a leader you can tap into that.Malcolm Knowles · 50 min
Immunity to changeWhy you don’t change even though you really want to, and how to expose the hidden brake and test it safely.Robert Kegan & Lisa Lahey · 50 min
Learning through role modellingYour team watches what you do far more than what you say. You learn how learning by observation works and how to use your example deliberately.Albert Bandura · 50 min
Learning in communities of practiceMuch professional knowledge lives not in handbooks but in conversations between peers. As a leader you can’t command those communities, but you can help them grow.Etienne Wenger · 50 min
Learning from experienceExperience alone doesn’t make you wiser: only when you look back, draw a lesson and try it out do you really learn.David Kolb · 50 min
Mentoring and developmental relationshipsHow to help someone through an important transition as a mentor, and how to set up mentoring well in your team.David Clutterbuck · 50 min
Solution-focused coachingYou learn to have conversations about where someone wants to go rather than what is wrong, so employees find their own next step.Steve de Shazer & Insoo Kim Berg · 50 min
Reflection in and on actionGood leaders think while they act, not just afterwards. You learn to adjust in the moment and to look back in a way that makes you better next time.Donald Schön · 50 min
Single-loop and double-loop learningWorking harder doesn’t solve everything. Sometimes you have to dare to examine the assumption beneath the problem.Chris Argyris & Donald Schön · 50 min
Mapping talent with the nine-box gridSeparate performance from potential, assess both fairly together and then actually act on it.Morgan McCall, Michael Lombardo & Robert Eichinger · 50 min
Transformative learningSometimes more knowledge isn’t enough and you have to change the lens you look through: this is how that works, for yourself and for your employees.Jack Mezirow · 50 min
From learning to doingA good course is only worth something if it makes you do something differently at work, and that is something you can organise.Robert Brinkerhoff · 50 min
What does a training deliver?A satisfied participant is not yet a changed leader. With Kirkpatrick’s four levels you look beyond the evaluation form.Donald Kirkpatrick · 50 min
The nine team rolesA good team isn’t made up of the smartest people, but of people whose behaviour complements one another.Meredith Belbin · 50 min
The Five Dysfunctions of a TeamWhy a team of smart, well-meaning people can still get stuck, and why as a leader you start at the bottom: with trust.Patrick Lencioni · 50 min
Building a rock-solid teamA team gets strong from the ground up: first trust and honest conflict, only then commitment, accountability and results.Patrick Lencioni · 50 min
Group dynamics in teamsThe forces that steer every team, often without anyone noticing, and what you as a leader do with that knowledge.Daniel Levi · 50 min
Group development in four stagesA team grows from dependency through conflict to trust and productivity, and asks something different of you in each stage.Susan Wheelan · 50 min
The GRPI model: goals, roles, processes, relationshipsMany team conflicts seem personal, but start with vague goals or unclear roles.Richard Beckhard · 50 min
How your team really communicatesIt's not just what gets said that counts, but above all who talks to whom, how often and who is left out.Alex Pentland · 50 min
Inclusion, control and opennessThree needs that lie beneath all team behaviour: belonging, having influence and closeness.William Schutz · 50 min
Process consultation: looking at the howIf you can see how a group talks, decides and works together, you can help a team without solving everything yourself.Edgar Schein · 50 min
Psychological safety in your teamHow to build a team where people dare to say what they see, and where the bar still stays high.Amy Edmondson · 50 min
Team coachingWhy a team's design matters more than coaching along the way, and at which moments your help really lands.Ruth Wageman · 50 min
Team stages: from group to teamEvery team first feels its way, then starts to chafe, makes agreements and only then really performs. Your role as a leader changes with it.Bruce Tuckman · 50 min
From working group to real teamNot every group needs to be a team, but when the work calls for a team, it also calls for the discipline that comes with it.Jon Katzenbach & Douglas Smith · 50 min
Five conditions for an effective teamYou can't force a team to succeed, but you can create the conditions in which it does.J. Richard Hackman · 50 min
Self-organising teamsHow to give a team room to organise itself, and what the team, you and the organisation need to make it work.J. Richard Hackman · 50 min
Adaptive leadershipNot every problem has an expert solution: you learn to tell technical from adaptive challenges and give the work back to those who need to do it.Ronald Heifetz · 50 min
Contextual changeWillpower alone rarely changes behaviour: learn to shape your people's environment so the desired behaviour comes more naturally.Kerry Patterson et al. · 50 min
The personal transition curveEvery change, however small, touches how people see themselves. Know John Fisher's curve and you recognise where someone stands and what helps.John Fisher · 50 min
Deep change starts with yourselfKeep doing what always worked and you slowly slide away: this is how you choose deep change, starting with yourself.Robert Quinn · 50 min
Designing a change approachDon't start with a model, start with the question of what kind of change this is.Michael Beer · 50 min
Leverage points in systemsWhy extra budget and new targets so often achieve little, and where a small intervention does set the whole system in motion.Donella Meadows · 50 min
The Burke-Litwin modelTwelve factors that together determine how an organisation performs and changes, and what you can do about them from where you stand.W. Warner Burke & George Litwin · 50 min
The force field of changeBehaviour arises in a field of forces. Remove what holds things back and you get further than by pushing harder.Kurt Lewin · 50 min
Leading through transitionWhy a change only lands once people have been able to let go of the old.William Bridges · 50 min
Nudge: making the good choice easyYou are always a choice architect: how you set up meetings, processes and standards often steers behaviour more strongly than what you say.Richard Thaler & Cass Sunstein · 50 min
Dealing with resistanceMove with it instead of pushing back, and you discover what lies behind an objection and get further together.Kurt Lewin · 50 min
Strategic change capabilityWhy change programmes rarely change anything, and how to start change with the work and with honest conversations.Michael Beer · 50 min
Switch: the elephant and the riderBehaviour only changes when the mind knows where to go, the heart wants to come along and the environment lends a hand.Chip Heath & Dan Heath · 50 min
Change in eight stepsWhy big changes often run aground and how John Kotter's eight steps help you hold on to direction, support and pace.John Kotter · 50 min
Change in five coloursYellow, blue, red, green and white: five ways of thinking about change, and why you need all of them.Léon de Caluwé and Hans Vermaak · 50 min
Change with ADKARAn organisation only changes when the people in it change, one by one and in five steps.Jeff Hiatt · 50 min
Change according to HomanChange doesn't happen in the plan, but in the conversations people have about it with each other.Thijs Homan · 50 min
Change leadershipWhy a big decision is not yet a change, and what leaders do who really get change off the ground.Rosabeth Moss Kanter · 50 min
Change resilience: how much change can your team handle?Keep an eye on your team's change load, strengthen resilience and build commitment step by step.Daryl Conner · 50 min
Appreciative changeExplore what already works and you find the energy and direction to keep changing.David Cooperrider · 50 min
Creating an organisational development planYour strategy says where you want to go. A development plan says which organisation you need to get there, and how you build it together.Jay Galbraith · 50 min
Growth phases of an organisationWhat made an organisation big also causes its next crisis. Larry Greiner shows how to see it coming in time.Larry Greiner · 50 min
The Star ModelA new organisation chart changes little as long as strategy, processes, rewards and people don't move with it.Jay Galbraith · 50 min
How mature is your organisation?From improvising on heroics to goals you reliably hit, with ten aspects and five levels.W. Edwards Deming · 50 min
Life cycles and the four management rolesEvery organisation grows and ages in recognisable stages, and each stage calls for a different mix of producing, administering, entrepreneuring and integrating.Ichak Adizes · 50 min
Management innovation: learning to manage differentlyAccording to Gary Hamel, it's not your product or your strategy but your way of managing that is the biggest brake on renewal.Gary Hamel · 50 min
Organisational metaphorsMachine, organism, brain or political arena: learn to read an organisation through several lenses and you stop tackling every problem with the same tool.Gareth Morgan · 50 min
Organisation designA structure is rarely wrong. Often it fits a situation that no longer exists.Richard Daft · 50 min
Organisational development with the ESH modelA healthy organisation is balanced, coherent and heterogeneous. With seven elements and three touchstones you see where it pinches.Mathieu Weggeman · 50 min
Reinventing OrganizationsLaloux shows how your way of organising grows with your worldview, and what you can learn from organisations that work without managers.Frederic Laloux · 50 min
Organisational structure and coordinationStructure is more than an organisation chart: it is the way you divide work and bring it back together.Henry Mintzberg · 50 min
Levels of work and accountabilityHow many management layers does your organisation really need, and does everyone fit their role? The time horizon of the work gives the answer.Elliott Jaques · 50 min
Seven S's in alignmentThe 7S model shows why a new organisation chart is not yet a new organisation, and where you really need to intervene.Tom Peters & Robert Waterman · 50 min
Balanced Scorecard and strategy mapHow to translate your strategy into a handful of goals and measures your team can really steer by.Robert Kaplan & David Norton · 50 min
Continuous improvement with PDCAThe improvement cycle is known everywhere and rarely used well. Deming shows how to do it right: small, with a prediction and with an eye for the system.W. Edwards Deming · 50 min
The internal customerWhoever has to carry on with your work after you is also your customer. See that, and you improve the whole chain.W. Edwards Deming · 50 min
The modern performance conversation cycleFrom three mandatory reviews a year to an ongoing dialogue about goals, development and what someone needs.Edwin Locke & Gary Latham · 50 min
Setting goals that workWhy a specific, challenging goal achieves more than ‘do your best’, and how to stop goals from doing harm.Edwin Locke & Gary Latham · 50 min
The bottleneck that determines everythingEvery team has one place where the work gets stuck. Find it and protect it, and you get more done without working harder.Eliyahu Goldratt · 50 min
High Output ManagementYour output is the output of your team: choose what has the greatest leverage.Andy Grove · 50 min
KPIs and OKRs: measuring what mattersKPIs monitor the ongoing work, OKRs focus your team on the few things that need to change now.John Doerr · 50 min
Lean the Toyota wayLean is not a toolbox and not a cost-cutting programme, but a way of leading: seeing waste, making problems visible and letting your team improve every day.Taiichi Ohno · 55 min
Redesigning processesNot making the old work faster, but asking whether you would still design it that way today.Michael Hammer & James Champy · 50 min
Results-focused delegationHand over a result, not a chore, and keep the monkey on the right shoulder.Frederick Herzberg · 50 min
Managing by objectives and self-controlGoals only work when they emerge through conversation and when people can see for themselves how they are doing.Peter Drucker · 50 min
Finding blue oceansStop competing harder in an overcrowded market and discover with your team where new value can be found.W. Chan Kim & Renée Mauborgne · 50 min
Competitive strategy and the five forcesWhy one market is more profitable than another, and why strategy is above all about choosing what not to do.Michael Porter · 50 min
Dynamic capabilities: sensing, seizing, transformingIn the long run, what counts is not what your organisation has, but how well it changes when the world around it changes.David Teece · 50 min
Good strategy, bad strategyHow to recognise hollow plans and build a strategy with a sharp diagnosis, a course that makes choices and actions that reinforce each other.Richard Rumelt · 50 min
The end of competitive advantageAdvantages last ever shorter. You learn to think in waves: build, exploit, reconfigure and let go in time.Rita McGrath · 50 min
Integrative thinkingYou learn to hold two opposing ideas and create a new solution from them, instead of choosing or settling for a weak compromise.Roger Martin · 50 min
Your business model on one pageWith nine building blocks you see at a glance how your organisation creates value, delivers it and earns from it.Alexander Osterwalder & Yves Pigneur · 50 min
Core competencies and the futureWhat can your organisation do that others can't, and what future will you build with it?Gary Hamel & C.K. Prahalad · 50 min
Power and influence in organisationsGood ideas and hard work are not enough to get things done. You learn to look soberly at power and build influence without losing your values.Jeffrey Pfeffer · 50 min
Scenario planningYou can't predict the future, but you can prepare for several futures and make better choices today.Peter Schwartz · 50 min
Reading signalsToday's fringe is tomorrow's mainstream: this is how you find and test signals before they surprise you.Amy Webb · 50 min
Mapping stakeholdersWho you need, what matters to them and how to involve them in good time.R. Edward Freeman · 50 min
Strategy as pattern: emergent strategyYou learn to see which strategy your organisation is actually following, even if nobody ever devised it.Henry Mintzberg · 50 min
Developing strategyFrom an honest analysis, via a clear choice, to an organisation that actually delivers on that choice.Michael Porter · 50 min
Shaping a vision from the whyStart with why, take a critical look at the Golden Circle, and create a vision with your team that gives direction to choices.Simon Sinek · 50 min
Culture and performance: the Denison modelFour traits of culture that go hand in hand with results, and how to use them for a good conversation with your team.Daniel Denison · 50 min
Culture on three levelsCulture runs deeper than posters and core values: in assumptions nobody voices any more, and which you as a leader help shape every day.Edgar Schein · 50 min
Culture in four quadrantsSee what your organisation really values, where that chafes and what role you can play as a leader.Cameron & Quinn · 50 min
Shaping culture change as a leaderYou don't change culture with a programme or a poster, but with what you as a leader show, reward and tolerate every day.Edgar Schein · 50 min
Learning to read cultural differencesWhat you consider normal is learned. Hofstede's dimensions let you see your own cultural lens and talk better about differences.Geert Hofstede · 50 min
Ethical leadershipHaving integrity is not enough: your team also needs to see and hear that ethics matter to you.Linda Treviño · 50 min
Ethical blind spotsGood people sometimes do the wrong thing without noticing. This is how you recognise the blind spots in yourself, in others and in the systems you design.Max Bazerman & Ann Tenbrunsel · 50 min
Practising ethical dilemmasReal dilemmas are choices between two things that are both right. A six-step framework teaches you to weigh, decide and explain with care.Rushworth Kidder · 50 min
Ethical courage: standing up for your valuesValues conflicts at work are predictable. Recognise them and tackle them methodically, and you stay true to yourself and still make progress.G. Richard Shell · 50 min
Foundations for culture changeA culture only changes when values, behaviour and systems point the same way, and that starts with the leaders.Richard Barrett · 50 min
Acting on your valuesYou often know what is right. This module helps you say it and do it too, especially under pressure.Mary Gentile · 50 min
High-context and low-context communicationWhere does the meaning of what you say lie: in your words, or in everything around them?Edward T. Hall · 50 min
Core values that drive behaviourFrom fine words on the wall to values you see reflected in choices, conversations and appraisals.Patrick Lencioni · 50 min
Moral intuitionsWhy we feel moral judgements first and reason about them only afterwards, and how to work with that in conflicts about values.Jonathan Haidt · 50 min
Moral developmentHow people reason about right and wrong, and why your example as a leader carries so much weight.Lawrence Kohlberg · 50 min
Working together across culturesWith Erin Meyer's eight scales you understand where international collaboration chafes, and what to do about it.Erin Meyer · 50 min
Role modelling: the leader as culture carrierYour team watches what you do, not what you say: you discover which signals you send and how to live out a value visibly and consistently.Edgar Schein · 50 min
Seven dimensions of cultureEvery culture faces the same dilemmas, but starts from a different side. See that, and you can reconcile differences instead of fighting them out.Fons Trompenaars & Charles Hampden-Turner · 50 min
Governance and board accountabilityWhat good governance in the Netherlands asks of directors and executives, on paper and above all in behaviour.R. Edward Freeman · 50 min
Leading when there are no easy answersWhat you do when things go wrong, when there is no recipe and when everyone is looking at you.Ben Horowitz · 50 min
Execution and know-howStrategy without execution delivers nothing. Top leaders stand out because they get the right things done.Ram Charan · 50 min
Good to GreatWhat Jim Collins saw at companies that made the leap, what remained of it later and what you as a leader can do with it.Jim Collins · 50 min
From strategy to actionWhy more detail and more control won't save plans, and what you do instead.Stephen Bungay · 50 min
Why smart executives failBig failures rarely come from stupidity, but from patterns you can recognise in time, including in yourself.Sydney Finkelstein · 50 min
What do you ask the person in the mirror?Even good leaders drift off course without noticing. With the right questions to yourself, you notice it sooner.Robert Kaplan · 50 min
Ambidexterity: exploiting and exploringHow to keep current work running efficiently while making room for something new, without one stifling the other.Michael Tushman & Charles O'Reilly · 50 min
Making decisions with AIChoose for each decision what role AI plays, know the pitfalls and make sure human oversight really works.Daniel Kahneman · 50 min
Co-Intelligence: working with AITry out AI in your own work, stay critical and make its use in your team visible and responsible.Ethan Mollick · 50 min
Data-driven decisions and using AI soberlyData and AI only pay off when a decision gets better because of them. Thomas Davenport's work helps you choose where to start.Thomas Davenport · 50 min
Crossing the ChasmWhy an innovation often stalls after an enthusiastic start, and how to win over the pragmatic majority.Geoffrey Moore · 50 min
Digital transformation as a strategic questionNot the technology but your assumptions about customers, competitors, data, innovation and value determine whether going digital pays off.David Rogers · 50 min
Present, past and future in three boxesManaging the present well, selectively forgetting the past and building the future: three tasks you have to do at the same time.Vijay Govindarajan · 50 min
The Innovator's DilemmaWhy well-run organisations are brought down precisely by innovations they didn't take seriously at first.Clayton Christensen · 50 min
The Second Machine AgeBrynjolfsson and McAfee show why digital technology is suddenly breaking through, who benefits and how to use technology to make your team stronger.Erik Brynjolfsson & Andrew McAfee · 50 min
Leading innovationInnovation rarely comes from a single genius, but from a group that is willing and able to innovate. Your job is to make that group possible.Linda Hill · 50 min
Learning by experimentingUnder great uncertainty, a plan is mostly a collection of assumptions. Test them early, cheaply and honestly.Eric Ries · 50 min
Making innovation landHow a new way of working or AI application spreads through your team, and what you do to make it succeed.Everett Rogers · 50 min
Agile leadershipLeading when change is the norm starts with yourself: from reacting to creating, from controlling to giving room.Robert Kegan & Lisa Lahey · 50 min
Decision-making in projectsProjects get stuck on decisions more often than on execution: this is how you set up decision points, and how you dare to stop or escalate in time.Bent Flyvbjerg & Dan Gardner · 50 min
Choosing the right project approachNot every project calls for the same approach: how clear the goal and solution are determines whether you plan, iterate or explore.Robert Wysocki · 50 min
Big projects that do succeedWhy most big projects come in late, over budget and under-delivering, and what you as a leader do differently before the first spade goes in the ground.Bent Flyvbjerg & Dan Gardner · 50 min
Kanban: managing for flowMake the work visible, limit what runs at the same time and focus on what gets finished rather than on how busy everyone is.David Anderson · 50 min
Projects as building blocks of strategyAn organisation doesn't change through a strategy document, but through the projects it chooses, adjusts and dares to stop.David Cleland · 50 min
Project governanceWhether a project succeeds is largely determined outside the project: by the owner, the sponsor and the steering committee.Rodney Turner · 50 min
Project management and leadershipA project cuts right across your organisation: manage interfaces, value and maturity.Harold Kerzner · 50 min
Project success and project politicsWhy well-planned projects still run aground, and how to make success factors and politics work for your project.Jeffrey Pinto · 50 min
Scrum: learning in short cyclesScrum is not a series of meetings but a light framework for learning from what you see in complex work, and as a manager you make that possible or impossible.Ken Schwaber & Jeff Sutherland · 55 min
Systems thinking: managing the wholeAn organisation performs through how its parts work together, not through how good each part is on its own.Russell Ackoff · 50 min
Consultative selling with SPINIn large sales, it's not the best storyteller who wins, but the one who asks the best questions.Neil Rackham · 50 min
Objections as opportunitiesAn objection is not a no, but information about what the customer is still missing. Hear that, and you increase the chance of a good conversation and a good appointment.Neil Rackham · 50 min
Pitching: steering the sales conversationA short pitch that sticks opens the conversation instead of closing it.Chip Heath & Dan Heath · 50 min
Cold callingHow to lower the barrier to picking up the phone and, in the first thirty seconds, make room for a conversation that leads to an appointment.Robert Cialdini · 50 min
From sales strategy to sales conversationA sales plan is only worth something if you can see it in how your team is set up, managed and holds conversations.Neil Rackham · 50 min
Where does your development as a salesperson lie?Five success factors in selling, and how an honest profile helps you choose what to practise.Carol Dweck · 50 min

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