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Leadership Development Services

Coaching, Training, Research and ROI Impacts

A taste of the Forton learning experience -

What is Abundant Leadership?

Find out more: click on the buttons below to discover our leadership development services:


  1. Consulting
  2. Development Centres
  3. Executive & Leadership Coaching
  4. In-house Coach Support
  5. Measure Outcomes and ROI
  6. Specialist Topics
  7. Talent Management
  8. Team Effectiveness


Find out more about Forton's leadership development services


Consulting services


leadership behaviours

We have the evidence to demonstrate the genuine sustainability and return on investment of our work (click on the detail above).

Or download the summary post-graduate report from the University of Queensland

Consultants specialising in leadership development

Our consultants have real world corporate leadership experience themselves and understand what ‘leadership’ is really about. We're committed to supporting clients to create genuinely transformational leadership, in support of your organisational change, transformation and development programmes.

Genuine leadership development provides the ‘glue’ for sustainable organisational change and we help you achieve this through -

  • Our tried, tested, and researched leadership model
  • Solutions applicable in 1-1, team and group settings
  • Our Learning and Development solutions, which are shown to embed learning in practice
  • Leaders valuing, remembering and applying their learning in the workplace
  • People continuing to apply their skills learned with us, over time

To find out more about our people, our programmes and our services, contact us  


How we work with you

A leadership culture is a learning culture: an environment where team and organisational success is as important as personal success.  Take a look at 'Our Approach' pages to understand our 4D Model 



Development Centres

Assessment & Development Centres: the most effective way to identify and develop high-performance leaders


What are measurable 'high performance' leadership behaviours? Watch this 3' video and download this article about the Schroder High-performance behaviours

Tailored Leadership Assessment or Development Centre Events

Our assessment centre or development centre events are tailored to your needs by our experts, & typically combine -

  • Diagnostic tools
  • Inbox exercises
  • Presentations
  • Comprehensive follow-up
  • Impact Measures

Based on measurable high-performance leadership behaviours and emotionally-intelligent competences, our experienced teams evaluate and support candidates to grow their leadership skills, through workshops, group action learning, 1-1 and team coaching.

Assessment Centres

Assessment centres are a better selection intervention to help select for recruitment and promotion, and to sift and affirm people in the talent pool.

We support your programmes through design, delivery and comprehensive follow-up services to assess and develop your people for better

  • Board Level Behaviours
  • Leadership Effectiveness
  • Team Performance
  • Individual, personal and professional development

contact us to find out more about our development & assessment centre services

Contact us to find out more about our Development and Assessment Centre Services


Development Centres

When you need an objective process to support and develop your talent pool, development centres are ideal.  They are seen as a fair and transparent way to help participants get the most out of the exercise too.

All of which we rate against the Schroder leadership competence model, by our team of trained facilitators, observers and coaches.  We use a dedicated Learning Management System (LMS) to provide consistent services and easy access for participants and administrators.

find out more about our diagnostic tools for the digital age

read more about our approach to Talent Management

Traditional 360 psychometric tools are very helpful; observed data is more objective.  Our approach delivers social feedback underpinned by professional support.

find out more about our approach to talent managementRead more about diagnostic tools for the digital age

The Leadership Zone

The Leadership Zone is the Forton Learning Management System.  It provides a single place for participants to register for programmes, learn online, share ideas with colleagues and upload assignments, documents and materials.  It allows you to keep track of progress, step by step, through your leadership programme.

Other services include -

  • Assessment reports of individuals and teams
  • Return on investment (ROI) surveys and reports
  • Supplementary coaching to support-
    • Learning Application
    • Personal Development Plans
    • Special Projects

contact us to find out more about our development & assessment centre servicescontact for more details



executive and leadership coaching

Corporate Coaching Services

Behind every great leader, chances are there’s a great coach

In a report*, all CEO respondents said they wanted a coach, to be at their best and deliver, and to grow others.Boards want CEOs to have coaches too, to work on delegation and skills that develop internal talent

Hire a great coach for -

♦ Leadership effectiveness
♦ Personal effectiveness
♦ Team effectiveness
♦ Business effectiveness

CEOs typically use coaches to improve-

♦ Delegation & decision-making
♦ Conflict management
♦ Team building
♦ Mentoring

Coaching is effective when you need to -

♦ Untangle complex issues
♦ Lead teams effectively
♦ Deliver on deadlines
♦ Grow your business 

Find Out More

What does 'good' look like in an executive Coach?

  • Accredited, coach specific training
  • Recognised qualifications, (e.g. ICF)
  • Meaningful leadership or management experience
  • Committed to professionalism

Find out more about our carefully-screened coaches here

Some people who call themselves 'executive coaches' may actually come from a life-coaching, therapy or other background; we recommend that you check their experience and specific corporate and leadership coach training.

Our executive and leadership coaching services

Tailor your coaching programme to your objectives, your approach and your budget.  Talk to our coaching experts.  They'll propose a package priced to your needs - and suggest that you talk, without obligation, to 2 or 3 optional coaches; in this way, you stay in control of your choice of coach

Career & placement coaching

Find your direction, get that key job or promotion

  • Move on in your career
  • Develop your personal strengths and interests
  • Match your skills to the marketplace, so that you achieve your next step up

Get back into the workplace ; get placed quickly

  • Stand out from the crowd
  • Sharpen up your CV
  • Improve your interview & networking skills

*Source: 2013 Stanford University Rock Center for Corporate Governance with The Miles Group

Performance coaching

  • Address performance, people, processes and systems issues
  • Work smarter, achieve more
  • It's not necessarily about longer hours or doing more
  • Have better, more effective, conversations
  • Get the best from the whole team

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Find out what people say about coaching

Inter-cultural coaching

experienced executive coaches

Support overseas staff in new cultures and different ways of working.  Cultural attitudes to leadership, team working and personal responsibility can trip-up the unwary.

Great in the vital transition time: the weeks leading up to a move and the first 90 days in the new location.

In-House Coach Support

Create an in-house coaching culture

Deliver better results, improve peoples' capability to lead and manage. 

Create an in-house coaching culture: a more flexible, consultative approach, combining coaching skills, emotional intelligence and situational leadership. Managers and leaders are more effective by developing others to their full potential. Employee engagement scores improve too. 

"In every department where a leader or manager has trained as a coach, leadership and management quality has improved, staff satisfaction with managers is noticeably higher and departmental performance has risen" 

L&D Director, London

The Forton Group is accredited by The International Coach Federation and the UK Chartered Management InstituteAll Forton's coaching skills training is fully accredited by the International Coach Federation


Step 1 - train

talking handsweb

Accredited Coach Training

We offer four options:

1. Ignite - Our 'manager as coach' option, also for prospective in-house coaches.

2. Certified Leadership Coach - 3 modules

3. Professional Leadership Coach - 4 modules

4. Level 7 Post-graduate certificate in Leadership, Coaching and Mentoring

Identify your potential coaches 

We can support you in your in-house coach candidate selection

Demonstrate the benefits to the board

We offer a clear impact assessment process to demonstrate the ROI of your coach-training programme.

The Forton Group Faculty

Find out more about our fully-experienced, trained and accredited faculty members

For more details

Step 2 - embed

1-1 and group coach-mentoring & supervision embeds the coaching culture

Coach-mentoring & supervision

"The supervision provided me with new insights, new perspectives help to lift my coaching to the next level."

Coach-mentoring is key to professional development.  It supports coaches to improve their skills and technques and discover what works (and doesn't) for the people they're coaching.

Supervision takes a deeper look into coaches' reflective practice and development.

1-1 mentoring & supervision

Get feedback, support and reflection on either live or recorded coaching sessions.

1-1 and group coach mentoring provide continuing coach education credits (CPD) and are part of our wider masterclass series of online live learning.

Group mentoring & supervision

Accredited by the ICF, group classes are no more than 10 people, delivered in-person, by conference call or online. 

Train your seasoned coaches in Coach-mentoring & supervision skills

We offer public courses in central England, or take a course in-house for 6 or more coaches.


Step 3 - maintain


Build an in-house community

Maintain quality standards and grow your coaches' confidence and professionalism.  Avoid ethical and business conflicts.  

This masterclass series supports the internal coaching service, individual and team end-users of coaching services. 

With 24 hours of ICF-accredited content, themes include -

1. Coaching within organisations - the issues

2. Developing the internal coaching practice 

3. Coaching for career development

4. Coaching for leadership development

5. Team coaching

Masterclass brochure for internal coaches and building an in-house coaching community

Download our In-house coaching masterclass overview

Leadership & Employee Engagement

Leadership & Employee Engagement - the new psychological contract

Some outcomes of high engagement

  • Productivity
  • Profitability
  • Customer satisfaction
  • Employee retention
  • Improved safety
  • Better health outcomes

It has even been discovered that airline pilots who are more engaged use less fuel!

contact Bob Hughes PCC at the Forton GroupContact us today and reap the benefits of better employee engagement

Download the Engaging for Success (McLeod) Report
Access the Engaging For Success report here

What is Employee Engagement?

Employee Engagement is a familiar phrase in the lexicon of business. Many consultancies will give you advice on how to measure it and how to improve it.  Many organisations see it as being a vital part of their strategy.

Here in the UK, recent governments have backed the idea as a way of improving economic performance for the UK.

It's more than just improved performance, better working conditions or health and safety.  Employee Engagement is about the heart of the psychological contract between an employee and employer.

What's the 'psychological contract'?

Back in the day, a job was expected to be a 'job for life' - assuming the employer remained viable and the employee delivered.  Today staff stay for less time and employer recruitment and retention costs are much higher as a result.

Some people talk about 'Generation X, Y or Z' and their expectations from the workplace.  The truth is, we all have different workplace and work expectations and the psychological contract is about how we go about satisfying those expectations (or not) and fully engaging people in the work they do.

 Services that improve engagement

There is no single answer, no magic bullet. However there are four enablers common to organisations that have high engagement levels

  1. Leaders who are more coach-like in their approach.  Trusting, praising and encouraging their staff; giving them challenging yet achievable work
  2. Leadership that sets a clear direction.  People can see the meaning and purpose of their work; the link between what they’re doing and organisational goals
  3. The values that the organisation says it lives are actually lived People can see that that there's no gap between what the leadership says and what it does
  4. People feel they have a voice  They know they can speak up; they feel central to the solution

Here at the Forton Group we offer leadership, communications and coaching services to develop your people and show them the skills they can use, every day, to build better employee engagement.  We have a track record of supporting higher engagement scores, with evidence from Gallup to back us up.

Improve your organisation's employee engagement, contact Bob Hughes at the Forton Group

Employee engagement is...

"Improving the quality of the conversations between manager and managed and those within the team."

"People being fulfilled, knowing that their work is meaningful, and organisations being successful"

Having a commitment to the organisation and its values.  Knowing that the organisation takes an active interest in you as an individual.

“This is about how we create the conditions in which employees offer more of their capability and potential.”

David Macleod
Co-chair of Engage for Success

Listen to an interview clip with David, here:{mp3}DavidMcleod{/mp3}


 Why is engagement important?

Productivity in the UK is 20% below the G7 average.

Analysis indicates that were the UK to move its engagement levels to the middle of the top quartile, this would create a £25.8bn increase in GDP.

This isn't just about 'keeping staff happy'.  Every individual has different expectations from work, dependent social, cultural, environmental, and psychological factors.

What is important to us - to keep us ‘engaged’ - will vary from person to person.  So employee engagement solutions need to be workable, flexible and adaptable to the individual.

It's about supportive and mutually beneficial relationships.  So the responsibility for engagement lies with the organisation, the manager and the individual to deliver.

The expectation of involvement

People joining the workforce today have an expectation of involvement. They spend the first two decades of their life interacting with people, consulting, engaging, sharing; making decisions together.

Then they enter the workforce and we start telling them what to do, without involving them.

It’s no wonder engagement figures are so bad. 

Your managers

The old-fashioned 'commanding & controlling' approach is hard work for the managers and leaders.

If you have to have all the answers and make all the decisions, it’s very stressful.

Plus, you don’t have all the answers; so you’re missing out on the wealth of experience and ideas from people in your team

70% of employees say they do not trust their manager.     

Whilst that may not have been important 100 years ago, the nature of work today means that trust is a vital component.

We are no longer just telling people to go produce widgets.  We need to tap into the discretionary effort that people will give in the right circumstances.

We need people to engage their brains; to take more ownership and responsibility.

Your people

On a basic level, if we’re engaged, we are more productive, more helpful and supportive of our colleagues and with those people that we interact with from outside of our organisation. Many of us spend half our waking life working; if it’s not fulfilling, if it’s not enjoyable, it is giving us satisfaction, then that’s a lot of wasted time.

Your boss and the organisation can have a huge impact on whether you are engaged or not.  As an employee, you also have a choice here.

Your Organisation

It is estimated that only about one fifth of the UK workforce is highly engaged. More worryingly, another fifth are actively disengaged - they could be causing economic or reputational damage to your organisation.

There is a wealth of evidence showing the value of engagement.

  • Organisations in the top quartile of engagement levels were 18% more productive
  • Shareholder returns were 22% higher than the average.
  • People who are engaged say that work brings out their creative side.
  • Engaged employees take fewer sick days.

Perhaps the scariest statistic is in health; where engagement levels dropped in hospitals, nine months later, mortality rates rose.

  • In one supermarket chain, Sainsbury’s, 15% of a stores year on year growth can be explained by the level of engagement.
  • At RBS, there was a seven percentage point difference in customer service scores between the top 10% in the bottom 10%.

On a deeper level, it’s about having the right people in the right jobs; using talents and strengths to give people the opportunity to develop and be satisfied with the choices they’ve made.

So engagement is about talent management solutions; career growth and management.

Outcome Measures

measure impacts, outcomes and ROI

Organisations are increasingly considering the potential of their leadership development. Seeking evidence of whether and how they have an impact.

Many organisations instinctively believe their interventions might be useful to their people, increasing their productivity, developing new skills and improving the way they work with colleagues and customers. In a competitive world, it is not enough to work on instinct; leadership development needs to demonstrate a bottom line benefit and return on investment or effort (ROI or ROE).

Using its Impacts tools, Forton Group clients are making valuable discoveries about the benefits of their leadership development interventions

  • Significant bottom-line benefits – time and money saved
  • Over 200% ROI
  • Improved customer and supplier relationships
  • Better line management
  • Improved employee engagement
  • Top talent retention benefits

The importance of evaluating outcomes

A study by the Forton Group found that evaluation was most important to respondents in these five areas

1.    Leadership coaching (45% of respondents)
2.    Coaching skills development (45%)
3.    Assessment centres (36%)
4.    Leadership competency/behaviour frameworks (36%)
5.    Management skills development (27%)

It's not surprising that, when significant sums are invested in development, that the impacts and benefits of that investment are clearly identified. 

What clients are finding out through the Forton impacts service

We're proud of what our clients achieve as a result of working with us.  It's even more meaningful when they have clear evidence of impact.

One client discovered that its leadership development programme was having more significant ROI impacts as emerging leaders who were coached took greater responsibility for initiating new ideas.  

A top talent programme enabled a client to - A client found that their coaching programme -
  • Retain a higher number of high-potential staff
  • Cut its recruitment costs
  • Deploy top talent in exciting  and challenging roles 
  • Supported transformation goals
  • Noticeably impacted on key business drivers
  • Raised awareness of business objectives

What we can measure -

Sustainable impacts Objective, quantitative or financial outcomes Subjective outcomes
  • Unforeseen outcomes
  • Repeated impacts
  • Situation changes
  • Customer relationships developing
  • Business partnerships evolving
  • Measuring impacts against leadership behaviours
  • Creating a numeric value from intangible or qualitative elements
    • Such as communications or leadership skills
    • Employee engagement initiatives
    • Corporate values

E.g. measure reactions through

  • Pictures
  • Interviews
  • Feedback

Measuring the level of impact

As well as what happened, we can measure

1.    The participant’s reaction - what they thought and felt about the intervention and/or the outcomes
2.    Learning - whether the intervention has had an impact on the learning culture of your organisation
3.    Leadership behaviours - the extent to which participants are applying their learning
4.    Results - the effects on the business or environment.  This can include -

  • clear Return on Investment (ROI) scores
  • Return on Effort (RoE) scores

Why not just use the balanced scorecard methodology?

Tick box exercises are not appropriate for leadership development. Measuring activity alone is not enough.

Many of our clients use the Balanced Scorecard methodology, especially for performance management.  However it only records activity or the process, not the outcomes.  Nor is it suitable for demonstrating leadership behaviours and their impacts.

How we work with you

Using our bespoke online methodology, we would design and tailor a survey to your organisation’s behavioural leadership and values frameworks

Baseline and benchmark dates are established and surveys take place at these dates.

  • An interim report reviews the baseline inputs and assesses how advanced participants are in achieving the objectives.
  • The final report evaluates the overall impacts of the programme, together with any business case examples and how far the participants have achieved their objectives.

For in-depth business case example, we can also offer 1-1 telephone interview to build case studies.

Contact us for more details about measuring impacts


contact us to find out more about measuring impacts

specialist topics

Specialist Leadership Development

Forton 4D Model

Download more information 

Board level behaviours

The Board is a team, like any other.  Yet a team under greater pressures: of time, finances, regulation, and greater complexity.  This creates uncertainty, instability and incoherence in the top team.  

The nature of boards is changing, with more diverse representation, different thinking and new solutions.  This takes willingness, by the board, to envision a better tomorrow.

Lead with emotional intelligence (EQ)

EQ is a more accurate predictor of success than  IQ and there's a strong link between EQ and leadership. 

EQ training helps leaders optimise their emotions to improve decision-making, bring out the best in their teams, improve relationships and be more effective influencers.

Work with our experienced and qualified experts -

  • Executive and Leadership Coaches
  • Board Level Facilitators
  • Business Psychologists
  • Experts in Talent Management
  • Employee Engagement specialist

Employee Engagement

- the new psychological contract

Outcomes of high engagement

  • Productivity and profitability
  • Customer satisfaction
  • Employee retention
  • Improved safety and health

Employee engagement is...

“...about how we create the conditions in which employees offer more of their capability and potential.”

Listen to an interview clip with David MacLeod, co-founder of
Engage for Success here -


Specialist Research Services

We offer engagement and readiness-for-change surveys, and services to develop engaging leaders and managers.

“Thank you for an excellent workshop yesterday. It met our needs perfectly. I think we now have a team of Lean champions who are all fired up with lots of ideas together with the enthusiasm and some of the tools to implement them.”

Dr Marian Malone, 
Great Ormond Street Hospital

Contact us at  

Dynamic communications

A new world of dynamic communications is needed: a thousand everyday conversations, where people respond and get into action as a result of your words.

We work with board members, leaders, teams and groups to shape key messages, and engage their audience.

“Excellent to work with. Helpful, patient, understanding, they offered relaxed and invaluable advice. Their preparation and tips for filming removed my trepidation . They gave honest yet constructive feedback. I thoroughly enjoyed the experience, and most importantly I learnt a lot!”

N. Henry, Network Rail

Lean Leadership

Focus on value-add activities created by effective leadership at times of process improvement, change and transformation

  • Eliminate waste
  • Support active workforce engagement
  • Generate significant cost reduction
  • Focus on what really matters to customers and stakeholders.


Talent Management

Get the best out of your talented people

People really are at the heart of organisations – they are your most valuable asset. You need to nurture them, keep the best and grow new talent.  Our goal here at The Forton Group is to support you to build successful organisations, with people engaged and fulfilled in their work.  One key element of that is managing your talent pool. Even with the global economic challenges, when jobs are scarce, you could still lose your best people.

In fact, if people suspect your organisation is in trouble, then, even when times are tough, the best ones will be looking to move on – and they’ll find it easiest. Hiring from outside is rarely as successful as developing your own people. And if you don’t nurture the talent you already have, when the job market picks up, they’ll remember and they’ll move.

Develop your talent through the 4D Model4Dweb

Here's the four steps we recommend to create a systematic and objective talent development programme

Define 'talent'

Who you want in your talent pool?

Some organisations define all their employees as talent, while others are more selective.  

Some allow self nomination and others use the line managers or HR to nominate people.


Use a combination of assessment techniques to gauge strengths and development areas.

Check whether your nominees should really be in the talent pool (regardless of who nominated them).


Produce individual development plans for everyone; at the same time, stretch the abilities of  talent pool candidates.  

Provide structured learning programmes and find ways to nurture & optimise the talent of those not in the pool.

Grow their generalist leadership skills so that they can operate effectively across the organisation.


Where vacancies arise, the talent pool should always be searched for suitable candidates.  

And, when special projects arise, use your talent pool to innovate.  

Support deployment with 1-1 and group coaching programmes, and action learning methods (in-person or live-virtual).



Team Effectiveness

Top performing teams outperform average ones by 42%*

Yet the solutions aren't just about performance; one key success factor is good leadership - and not just individual leaders - tapping into the strengths and resources of every team member is vital - with every team member buying in to shared success. Assuming equal technical skills and strengths, it's the intangible elements that make a team successful.

Get the best support for your team

  • Team-Coaching
  • Training in Team-Coaching
  • Action Learning - in-person and through live distance learning
  • Assessment & Development Centres
  • Team Development Programmes

*source Team Coach International

successful teams weather change

Successful teams weather change

Team success is vital at times of change.  Disruption is a huge burden, yet successful teams take change in their stride.  They change the culture. They make change stick.

Too many change programmes fail because they focus only on the systems and processes. They forget about better leadership and team buy in.

Team members need to

1. Understand the team vision

2. Take pride in what they deliver

3. Feel engaged, really care

4. Know everyone's strengths

5. Have a voice and the power to communicate

We can help your team understand their role and take change in their stride.  

the forton group difference

The Forton difference

Coaching for successful change require specialist skills and experience.  Our services improve team ownership, accountability and responsibility.  Customer relationships improve - often dramatically.  We equip your team and the team leader in leadership, coaching and communications skills.  Our programmes work with them together, and individually.  

3Ps: Performance, Pride and People skills

By working with teams in these three areas, clients report

  1. Higher performance
  2. Reduced friction and conflict
  3. Better communications
  4. Improved relationships

We equip every member of the team to step up, take responsibility and contribute.  This means better team cohesion and fewer HR issues.

the forton team coaching service supports your teams

Support your teams

Get to the bottom of poor performance.  Restore productivity and positivity.  Resolve the problems that cost you time, money and effort.  Whether that's sickness, absenteeism or higher staff turnover - as well as having to redo work or waste valuable resources.

We'll help you achieve -

  • Improved results
  • Control costs
  • Better use of resources
  • Improved team alignment

We offer -

  • Team Coaching
  • Action Learning
  • Assessment Centres
  • Team Development

We support your teams to deliver a successful future for your organisation.

Get the whole team-coaching picture from the Forton Group

Get the whole picture

We benchmark your team's performance against international standards; confirm the strengths and qualities they bring and clarify their strategic needs. 

We can identify the key factors that are holding your good teams back from achieving their best.  And help you create and implement successful improvement programmes that address your challenges.

We use the Team Diagnostic™ range of profiling tools, which includes a 360, individual leader and organisation-wide options and work with certified Team Coaches, who bring out the best in your teams.

contact us for more details about successful team development

Contact us to find out how we can help you