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The SCARF model, developed by Dr David Rock, offers team leaders a neuroscience-based framework to improve team dynamics and leadership effectiveness. By understanding and applying the five domains of SCARF—Status, Certainty, Autonomy, Relatedness, and Fairness—leaders can foster a supportive and engaging environment that minimises threats and maximises motivation, leading to better team performance and satisfaction.
Enhancing Team Dynamics with the SCARF Model: A Neuroscience-based Approach for Leaders
Katharine Cook Briggs was an American writer who co-created the Myers–Briggs Type Indicator (MBTI) with her daughter, Isabel Briggs Myers in the early mid-20th century. The MBTI personality test is one of the most-used personality tests used worldwide; with around 2 million people completing the test each year.
Myers-Briggs Personality Test — Myers-Briggs Type Indicator
Organisations are increasingly being sold the virtues of social software – not only will it help connect and empower employees, customers, and partners, it will also foster innovation and deliver performance breakthroughs. Because of this, senior executives are under pressure to conform to the ‘social trend’. But simply mimicking the social software choices of competitors is dangerous because every organisation faces unique challenges – and opportunities.
December 2012
Organisational learning – the capacity to create, share, and retain knowledge in order to get results – is present in all organisations to some extent. But yet some companies clearly leverage this capacity better than others. Whereas some leaders only pay lip service to the concept in their value statements, others actively help their organisations to build learning processes that are robust, hard-to-imitate, and sustainable.
November 2012
The era of ‘Big Data’ is rapidly evolving in ways that are substantially different to ‘analytics’ of the past. As of 2012, about 2.5 exabytes of data are created each day, and that number is doubling every 40 months. Walmart, for example, collects more than 2.5 petabytes of data every hour from its customer transactions (a petabyte is one quadrillion bytes, or about 20 million filing cabinets’ worth of text).
October 2012
Brilliant innovations go hand-in-hand with great leadership. Innovation leadership is about expanding employees’ visions about what innovation is; building frameworks that support innovation strategies; and ensuring people know their roles in innovation and are actively engaged in company growth. The demand for innovation and sustainable growth is stronger than ever – “innovate or die” is the mantra driving twenty-first century organisations.
September 2012
Culture is the most enduring feature of any organisation – it is an intangible expression of all the shared values, beliefs, and norms that define the ways organisations behave and get things done. Despite organisations’ constant efforts to reinvent and reinvigorate, culture is invariably one of the most difficult types of change. Two of the most respected commentators on organisational change, Michael Beer and Nitin Nohria, claimed that about two-thirds of change initiatives fail.
August 2012
Corporate sustainability is evolving. It is less about managing corporate reputations — ‘greenwashing’ — and more about business fundamentals, such as how products are designed and how supply chains are managed.
July 2012
Risk management is often treated as a compliance issue and an exercise in rule-following. Maximising compliance is, of course, a sensible precaution but rule-based management neither reduces the likelihood of disasters nor their impact. Executives need to understand the distinctions between different risk categories and tailor risk management strategies accordingly.
June 2012
What makes a great leader?
Sustain a positive and psychologically healthy workforce
Our professional development courses are available to individuals or teams. Funded via the apprenticeship levy, the UK’s government apprenticeship scheme.
You can now get the same leadership, management and customer service training as the world’s most successful companies – funded via the government apprenticeship levy.
The Apprenticeship Levy, now in its third year, can on the face of it appear complex and inflexible and is often overlooked as a solution to recurring HR and L&D challenges. The good news is, the Levy doesn’t have to be disruptive at all.
2000+ people are already learning with KnowledgeBrief
"We’ve just gone through annual reviews and if I look at ratings from last year to this year, we have more excellent performers in our leadership team."
"As the line manager of a senior team member enrolled in the Senior Leader apprenticeship, I've witnessed firsthand how the functions, skills, study elements, and learning have enhanced the knowledge of the individual. "
"KnowledgeBrief are best in class for their Leadership and Management training, highly professional and extremely knowledgeable coaches"
"My Apprenticeship through Wiltshire Council with KnowledgeBrief has enabled me to have a wider understanding of management principles. The guidance given was invaluable to enable me to obtain my chartered management qualification with Distinction."
"Throughout the course, I was guided and supported by skilled Personal Learning Advisors and attended informative workshops. By gaining my CMI qualification in leadership & management, I have been able to advance my career to the next level in management."
"They are incredibly easy to work with and focus entirely on what’s required for success in your organisation and for your employees."
"I would recommend KnowledgeBrief to any organisation looking for impactful leadership and management training. "
"In every aspect of our relationship with KnowledgeBrief, from sales to accounts and the Professional Learning Advisors, we encounter passionate and engaged people."
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"It doesn’t matter what stage you are at in your Leadership or Management career, a Level 3 or 5 course will make you a better leader."
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