Resolute Leaders Programme

We believe in the power of common goals, underpinned by the power of the individual and power of diversity.

Our resolute leaders programme aims to grow the confidence and courage of leader, with the sort of resolute leadership that confidently focused on what the ultimate goal is, balanced with the ability to negotiate a vision.

As a Harvard Management Update quotes, “increasing your ability to leverage three key aspects of negotiation – interests, voices and vision – improves your power and persuasiveness as a leader “. In other words, real leaders negotiate.

Our programme is diverse, and modular, providing 5 steps towards the resolute leader. The leader who has confidence and courage to negotiate a vision, practice interest-based leadership, and find the right leadership voice.

We don’t look at compliance, technical contribution, or other competencies that are non-negotiable to have as a leader. Instead, we uncover and develop traits, attitudes and behaviours that will enable you to become an exceptional leader.


“According to conventional wisdom, leading people requires vision, charisma, and a palpable self-confidence—but not negotiation skills. Negotiation is for use outside the firm—for instance, in cutting deals with partners, customers, and suppliers.

The conventional wisdom is dead wrong. Leadership frequently does require negotiation, and good leaders are invariably effective negotiators. After all, authority has its limits. Some of the people you lead are smarter, more talented, and in some situations, more powerful than you are. In addition, often you’re called to lead people over whom you have no authority, such as members of commissions, boards, and other departments in your organization.

To persuade people to follow your lead, you need to appeal to their interests, communicate with them effectively, and sell your vision—all of which are part of effective negotiation.

Negotiation. Understand interest-based leadership (IBL) and find out how to use interests to negotiate a vision and persuade people to follow your lead.”

Harvard Business Review

The mediator leader

A mediator is a facilitator, who gets the the bottom of interests and needs, and helps others negotiate a better future. Those are the skills you need to gain greater confidence to control a boardroom, to negotiate personal agendas, power struggles, diversity issues and other behaviours that cause dysfunctional teams.



The courageous leader

For courage to be something inspirational, a leader needs to have a self orientation that exudes credibility, intimacy, and reliability. Those elements build a trustworthiness that is attractive, allows the fear of conflict to be replace with the courage of difficult conversation, which leads to people committing, and becoming accountable to their pursuit of the common goal.

The Resolution Club with our learning forums look specifically at building trust, courage and confidence

TRC CPD Programme 2018

The learning leader

A leader is constantly experiencing life and learning to apply experience into their own development. Our learning forums also provide continuous professional development with a high degree of experiential learning.

TRC CPD Programme 2018