Leadership can be defined as ‘the art of motivating a group of people to act towards achieving a common goal.’ An ‘obsession’ can be defined as a ‘compelling motivation’.

Put them together with the six key traits of a successful leader and we have a truly remarkable program to turn managers into Leaders.

This is ‘A Leader’s Six Obsessions’

A Leader’s


A Leader’s Six Obsessions provides the mindset, practical tools, frameworks, cutting-edge research, and inspiration necessary to build energetic, passionate, and focused teams. And, importantly, our program is a ‘journey’ not simply a training course. The program includes face-to-face training days together with ‘Leadership Coaching Circles’.

Never has there been a more critical time to educate leaders. Today’s concept of what makes a successful leader has changed. The old hierarchical model that depended on a few people at the top for leadership simply doesn’t work anymore. In today’s more volatile, uncertain, complex and ambiguous business environment (VUCA), decentralised control and leadership through networks of people at all levels is crucial for success.

“A Leaders’ Six Obsessions” – Detail

Obsession One: Foster Trust

Successful leaders are obsessed with fostering the kind of trust that compels their people to go above and beyond. Trustworthy leaders consistently develop their emotional intelligence, integrity and deepen their humility.


  • Learn ’The Seven Elements of Trust’ model and self-assess strengths and development areas.
  • Clarify personal boundaries and respect others’ right to have theirs.
  • Assess personal values, through a world renowned assessment, and align them with deeds.
  • Develop the inspiring trait of owning, admitting and learning from mistakes.
  • Identify unconscious bias programs that leads to divisive and misleading judgements.
  • Recover from ‘trust issues’ quickly to get the team back on track.

Obsession Two: Align to the Big Picture

Successful leaders are obsessed with aligning their work to the big picture. They avoid getting caught up in the day-to-day and prioritise developing their people and teams over micro-managing tasks.


  • Clarify vision, goals and strategic objectives.
  • Keep the focus firmly on the end goal and pursue it without getting sidetracked.
  • Identify and remove obstacles which get in the way of achieving the vision.
  • Identify and prioritise important, strategic work including employee development.
  • Reduce ’busy’ work by delegating tasks that others can do.
  • Develop visual ways to display achievement of milestones, goals and objectives.

Obsession Three: Communicate Openly

Successful Leaders are obsessed with communicating in an open and transparent way so their staff are never left insecure and uncertain. They understand this breeds fear and distracts people from achieving the organisation’s work.


  • Understand the commercial impact of poor communication with a simulation.
  • Learn the neuroscience tricks to communicate with clarity.
  • Practice the 4-step formula to deliver open and honest communication.
  • Explore all channels for cross-cultural, virtual and cross-company communications.
  • Address inevitable conflicts proactively, openly and humbly.
  • Share personal ‘feelings’ to lessen distraction and second-guessing by employees.

Obsession Four: Build Strong Teams

Successful leaders are obsessed with building strong, collaborative teams. They understand that a unified team stimulates creativity, builds on individual strengths and significantly outperforms a disconnected group of people.


  • Establish a strong team culture based on trust and understanding.
  • Consistently focus the team on achieving goals in a structured and creative way.
  • Identify individual team member’s strengths and weaknesses
  • Play to your team’s strengths and ‘plug the holes’
  • Hold outcome-focused meetings that encourage buy-in and commitment

Obsession Five: Create Feedback Loops

Successful leaders are obsessed with creating feedback loops with team members, customers and all stakeholders. They understand that there is no failure, only feedback which leads to improvement and excellence.


  • Understand an accountability culture is a feedback culture, is a performance culture.
  • Learn the 4-steps of a feedback loop.
  • Turn meaningful feedback into product and service innovation.
  • Address performance and behaviour issues with a 4-step framework.
  • Desensitise people to feedback by openly addressing their fears.
  • Practice delivering feedback and listening to feedback with humility and empathy.

Obsession Six: Empower People to Act

Successful leaders are obsessed with creating teams that have the authority and delegation to make decisions. They understand that empowered teams are more creative, responsible and highly motivated to align decisions to the big picture.


  • Explore the fears that keep managers from empowering others to act.
  • Develop a ‘coaching style of management’ to improve individual, team and organisational performance.
  • Identify the essential coaching principles such as building awareness before action, believing in potential and encouraging people to take responsibility.
  • Understand the negative effect of advice-giving or ‘telling’ as a management style.
  • Practice using ‘The Seven Essential Questions’ to develop team members.


Why Leadership Coaching Circles

Leaders commit to a continual journey of learning, rather than a series of courses. The purpose of Leadership Coaching Circles is to create a monthly habit of self-reflection and discussion with a like-minded community of peer leaders.

What is Covered

Each circle covers each of‘ A Leader’s Six Obsessions’. Leaders share their insightful‘ highs’ and‘ lows’ from applying the techniques. Leaders explore how to adapt the course material to their own business environment and lean on each other for support.

How is it Organised

  • The circles take 1.5 hours, once a month.
  • The facilitator takes the lead for the first 2-3 circles.
  • The facilitator teaches the group the ‘circle process’ to continue their learning.


Brene Brown

Expert in the areas of courage, vulnerability, shame, and empathy and author of five #1 New York Times bestsellers including “Dare to Lead”, which is the culmination of a seven-year study on courage and leadership.

Patrick Lencioni

Expert in the areas of leadership and organisational health and the author of 11 books including ‘The Five Dysfunctions of a Team’ and ‘The Advantage.’

Stephen Covey (the late)

An expert in the field of aligning one’s values with "universal and timeless" principles.  His most popular book is The 7 Habits of Highly Effective People. His other books include First Things First.

Marshall Rosenberg  (the late)

an expert in the field of communication. He developed Nonviolent Communication, a process for supporting partnership and resolving conflict within people, in relationships, and in society.

Fran Frees

a little known expert in the field of developing strong teams. She developed the ‘LEAD’ method of building strong teams and is the author of ten books including “How to Lead Work Teams.”

Michael Bungay Stanier

Founder and CEO of Box of Crayons, expert in the field of Leadership Coaching. Michael is the author of several books, including The Coaching Habit and Do More Great Work.

Simon Sinek

Professor at Columbia University, founder of SinekPartners (Corporate Refocusing) and author. He is best known for popularising the concept of “the golden circle” and “Start With Why.”

Daniel H. Pink

Author of six provocative books — including his newest, When: The Scientific Secrets of Perfect Timing, which spent four months on the New York Times bestseller list. His other books include the long-running New York Times bestseller Drive.

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Our Tools

EQ-i 2.0 Leadership Report

The Leadership Report is a self-report that examines EQ-i 2.0 results through four key dimensions of leadership: Authenticity, Coaching, Insight, and Innovation. As an option, a leader’s results can be compared against those of top leaders, creating a coaching benchmark for exceptional EI performance. The leadership report also contains insights about which skills have the highest potential to be leadership derailers, as well as strategies for development aimed to help leaders reach their true leadership potential.

LSI 1&2 – Human Synergistics

The Life Styles Inventory™ (LSI) is designed for managers, leaders, and those in professional and technical roles. The LSI has helped millions of people to understand and change the way they think and behave. It has also received great feedback on LinkedIn, and been referenced in numerous management and psychology books and journals, and newspapers, including The Wall Street Journal.