A leading leaders learning journey is a 6 to 9 month blended program for managers who lead other managers, function heads and senior leads in GCCs. It combines 360-degree feedback, strategy and influence labs, an action learning project on a real business problem and executive coaching. Bodhih runs cohorts of 10–20 and measures progress with AssessAll readiness assessments.
- Duration: 6 months (Core) to 9 months (Accelerated)
- For: Managers of managers, function and department heads, senior leads in GCCs
- Formats: In person · Action learning · Executive coaching · Virtual labs
- Designed with the ADDIE model and customised after a needs analysis
Also known as: manager of managers program, middle management leadership development, leading leaders program, mid-level leadership development journey
Last reviewed by Siddharthan VGJ, Founder · Bodhih Training, Bengaluru
Why a journey, not a one-off workshop
Mid-level managers carry strategy into daily work. When they lead through their managers instead of around them, decisions speed up and senior leaders get time back.
Managers account for at least 70% of the variance in employee engagement scores across business units.
Employers expect nearly 40% of the skills required on the job to change by 2030, and 59 in every 100 workers to need reskilling or upskilling.
Competencies this journey builds
Strategic thinking
Linking the team’s work to business strategy, making trade-offs and saying no to good ideas that don’t fit.
Leading through other leaders
Setting direction for managers, delegating outcomes rather than tasks, and holding managers accountable.
Influence without authority
Moving peers, senior stakeholders and other functions without relying on position.
Developing leaders
Coaching managers, spotting and growing talent, and building a bench for succession.
Leading change
Taking teams through restructuring, new systems and shifting priorities with clarity and care.
Data-informed decisions
Using numbers and evidence to decide, and explaining the reasoning to teams and stakeholders.
The journey map, phase by phase
A sample design over 6–9 months. Timings and components are adjusted to your calendar and goals.
- DiagnoseWeeks 1–3
01. 360-degree feedback and readiness baseline
- 360-degree feedback from manager, peers and direct reports
- AssessAll Manager of Managers Readiness assessment
- Psychometric profile with a one-to-one debrief
- Sponsor interviews to choose action learning projects
Output: Personal leadership profile and project charters
- LaunchWeek 3
02. Leadership kick-off with the executive sponsor
- Senior leader sets the strategic context and expectations
- Participants form action learning teams of 4–5
- Each participant agrees a development plan with their manager
Output: Action learning teams and individual plans
- LearnMonth 1
03. Lab 1: Strategy, priorities and decisions
- From managing work to shaping direction
- Making trade-offs and stopping work
- Decisions under uncertainty with business cases
Output: Team strategy on a page
- ApplyMonths 2–5
04. Action learning project
- Teams tackle a real business problem set by the sponsor
- Monthly check-ins with a Bodhih facilitator
- Stakeholder interviews and data gathering inside the business
Output: Business recommendation presented to leadership
- LearnMonth 2
05. Lab 2: Influence, stakeholders and leading change
- Stakeholder mapping and influence strategies
- Leading through restructuring and change
- Executive communication for senior audiences
Output: Stakeholder plan for the project
- CoachMonths 2–6
06. Executive or group coaching
- Four to six one-to-one executive coaching sessions, or monthly group coaching
- Built around 360-degree feedback themes
- Confidential, with goals shared with the sponsor
Output: Coaching goals reviewed at mid-point
- LearnMonth 3
07. Lab 3: Developing leaders and a coaching culture
- Coaching your managers
- Talent reviews and succession conversations
- Building psychological safety across teams
Output: Development plan for each direct report
- ReinforceMonths 4–8
08. Master classes and peer circles
- Master classes with senior leaders on finance, customers and technology
- Peer learning circles on live leadership dilemmas
- Short refreshers and reading between sessions
Output: Practice sustained between labs
- MeasureMonth 6 or 9
09. Showcase and measure
- Action learning presentations to the leadership team
- Post-program AssessAll assessment and a 360-degree re-run
- Leadership review of promotion readiness
Output: Impact report and succession inputs
Sample workshop plan: 4 workshop days, hands-on
These are the lab days inside the leading leaders journey, for managers who lead other managers. Lab 1 lifts participants from managing work to shaping direction, with a strategy on a page and hard trade-offs. Lab 2 builds influence across peers and seniors and leads a team through a restructuring simulation. Lab 3 turns participants into developers of leaders, through coaching practice and a mock talent review. Throughout, action learning teams advance a real business problem, which they present to the leadership team at the showcase.
Participants leave with a strategy on a page for their area, a stop-doing list and one outcome delegated to a manager who reports to them.
- 09:30–10:00The altitude ladderEnergiser
- 10:00–11:00From my 360 to my project roleDiagnostic
- 11:15–11:45Whose decision is it?Concept burst
- 11:45–13:00Strategy on a pageBuild sprint
- 13:45–14:45Twelve bets, room for sevenBusiness game
- 14:45–15:30Deciding without all the dataCase clinic
- 15:45–16:45Delegating an outcomeReal-play
- 16:45–17:30Project charter and commitmentsReflection
Participants leave with a stakeholder plan for their project, a rehearsed peer influence conversation and a change communication plan.
- 09:30–10:00Yes in three minutesEnergiser
- 10:00–11:00Project stakeholder mapBuild sprint
- 11:15–11:45Where influence comes fromConcept burst
- 11:45–13:00The peer who will not budgeRole-play
- 13:45–15:00Restructuring in 75 minutesSimulation
- 15:00–15:30Three minutes with the CXOSkill drill
- 15:45–16:45Project mid-point clinicPeer coaching
- 16:45–17:30Influence and change commitmentsReflection
Participants leave with coaching practice on a real manager, a calibrated view of potential and a development plan for each direct report.
- 09:30–10:00Who grew meEnergiser
- 10:00–11:00Coaching my managersDemo & practice
- 11:15–11:45Performance is not potentialConcept burst
- 11:45–13:00The talent review tableSimulation
- 13:45–15:00The succession conversationReal-play
- 15:00–15:30Safe to speak up?Group challenge
- 15:45–16:45A plan for every managerBuild sprint
- 16:45–17:30Leaders who build leadersReflection
Action learning teams present business recommendations to the leadership team, and each participant sets a development plan from their 360-degree re-run.
- 09:30–10:00Headline from next yearEnergiser
- 10:00–11:00Final dry runBuild sprint
- 11:15–12:45Action learning showcasePresentation
- 12:45–13:30The next nine monthsAction planning
Every session’s activity, timings, outputs and materials, plus pre-work, a 90-day reinforcement plan and how impact is measured. Free, emailed to you instantly.
A 6-month (Core) to 9-month (Accelerated) journey with three full-day in-person labs (09:30–17:30) in Months 1, 2 and 3 and a half-day showcase in Month 6 or 9, woven between a sponsor kick-off, an action learning project, executive or group coaching, master classes and peer circles. A sample design: every Bodhih program is customised after a short needs analysis.
How long are the workshops in the leading leaders learning journey?
The journey runs over 6 to 9 months with three full-day labs, from 09:30 to 17:30, in months 1, 2 and 3, and a half-day action learning showcase at the end. For GCC and multi-site cohorts, each lab can run as two live virtual sessions of about three and a half hours.
What activities are included in the leading leaders journey workshops?
Participants build a strategy on a page, play a trade-off game where a budget cut forces them to stop work, lead a restructuring simulation, rehearse influence with a resistant peer, sit on a mock talent review and present a real action learning recommendation to the leadership team.
Versions of this journey
Core: 6 months
Three labs, 360-degree feedback, group coaching, an action learning project and a showcase.
Accelerated: 9 months
Adds one-to-one executive coaching, a fourth lab on business finance, more master classes and a second 360-degree run.
GCC leadership edition
For leaders in global capability centres: stakeholder management with headquarters, leading across time zones and moving from delivery to capability ownership.
Succession edition
Linked to your talent reviews: selection by assessment, readiness reports for each participant and a panel review at the end.
Who this journey is for
- Managers who lead team leads or first-line managers
- Newly appointed department and function heads
- Senior leads in global capability centres taking on wider scope
- High-potential managers in a succession pipeline
- Leaders moving from one function into a cross-functional role
How impact is measured
Measured at four levels: participant reaction, learning (AssessAll readiness scores before and after), behaviour (360-degree re-run and manager observations) and results (project outcomes, engagement in participants’ areas, internal promotions and bench strength).
Measures we can track
- 360-degree feedback change on focus competencies
- AssessAll readiness score change
- Business value of action learning projects
- Engagement scores in participants’ departments
- Internal promotions and succession coverage
Assessments used before and after (on AssessAll)
Who does what
Take assessments, attend sessions, complete assignments and share evidence of change.
Sponsor the journey, agree goals, hold check-ins and recognise progress.
Own the business goal, selection, communication and internal reporting.
Diagnoses, designs, delivers, coaches, measures and reports, as one accountable partner.
What your organisation gains
- Strategy that reaches the front line through capable middle managers
- A ready bench of leaders for key roles
- Real business problems solved through action learning
- Less escalation to senior leaders
- A shared leadership language across functions
Frequently asked questions
What is a leadership learning journey for mid-level managers?
A 6 to 9 month blended program for managers who lead other managers. It uses 360-degree feedback, labs, an action learning project, coaching, master classes and measurement to build strategic and people leadership.
What is action learning in a leadership program?
Small teams of participants work on a real business problem set by a senior sponsor, apply what they learn in the labs, and present recommendations to leadership. It links development to business results.
Is executive coaching included?
Group coaching is included in the Core version. One-to-one executive coaching, typically four to six sessions, is part of the Accelerated version or can be added.
How are participants selected?
Usually through nomination by their managers plus a readiness assessment on AssessAll. For succession programs, selection can include a 360-degree review and a panel.
Can this journey be linked to succession planning?
Yes. The succession edition produces readiness reports and panel reviews that feed your talent and succession process.
Is this a fixed program?
No. It is a sample. Bodhih customises the labs, projects, coaching and duration after a needs analysis with your leadership team.