Registered Managers worked across a diverse range of organisations with different cultures, pressures and challenges. Many were balancing operational responsibilities with workforce issues, regulatory requirements, quality improvement activities and increasing complexity within the care sector.  

There was also a risk that leadership development would become another training course that participants attended and then returned to business as usual. The challenge was to create a programme that enabled managers to develop not only knowledge and skills, but also confidence, resilience, relationships and a lasting support network.  

The programme needed to connect personal leadership development with practical improvement, support real-world application and help participants feel part of something bigger than their individual organisation.  

Collaborate Out Loud designed a leadership programme built around co-production, reflection, action and community. Rather than creating a traditional classroom-based experience, the programme brought together registered managers to explore leadership through five modules focused on: 

• Connecting to Self 

• Navigating the Health and Social Care System 

• Connecting with Others 

• Change, Governance and Quality 

• Connecting to Place and Sustaining Change  

The programme was co-designed with stakeholders to ensure it reflected the realities of registered managers’ roles and the challenges they faced every day. Participants were encouraged to develop their own learning agendas, explore real-world issues and apply learning directly within their organisations.  

A key feature of the programme was the use of Action Learning Circles, small facilitated peer groups that created space for reflection, challenge and support. These circles enabled participants to bring live issues from their work, explore options together and learn from one another’s experiences. The circles focused on creating trust, building resilience and helping people tackle real leadership challenges rather than hypothetical scenarios.  

The programme also prioritised relationship building, wellbeing, coaching approaches, quality improvement and collaborative leadership, helping participants develop both personally and professionally.  

The most significant impact reported by participants was an increase in confidence. Managers described feeling more confident in their leadership roles, more able to engage with colleagues and stakeholders, and more prepared to tackle challenges within their organisations.  

Participants reported positive changes in how they supervised staff, communicated with teams, delegated responsibilities and approached problem solving. Many described improvements in their ability to lead rather than simply manage, while others highlighted increased empathy, self-awareness and personal resilience.  

The programme also helped strengthen workplace culture. Participants described improvements in team morale, staff engagement, supervision processes and person-centred approaches to leadership. Initiatives such as staff champions, shadowing opportunities, one-page profiles and improved communication approaches emerged as practical changes that participants introduced within their services.  

Importantly, the programme created connections between managers who may otherwise never have met. Participants spoke about friendships, peer support, new management networks and increased willingness to engage with other managers across the sector. This sense of community helped reduce isolation and created ongoing opportunities for learning and collaboration.  

For many participants, the programme influenced not only their professional practice but also their personal development, helping them reflect on their wellbeing, self-worth and how they wanted to show up as leaders.  

We learned that leadership development is at its most powerful when it combines learning, reflection and application. 

Participants valued practical tools and frameworks, but they often spoke most positively about the opportunities to reflect, connect with peers and discuss real challenges in a supportive environment.  

We learned that confidence matters. Many of the positive outcomes reported by participants stemmed from increased confidence in themselves, their decision-making and their ability to influence others. When people feel more confident, they are more likely to experiment, lead change and support others to grow.  

We also learned that relationships are as important as curriculum. The Action Learning Circles demonstrated the value of peer support, trust and shared problem solving in helping people navigate complex leadership challenges.  

Finally, we learned that leadership programmes should not end with the final session. Participants identified the importance of sustaining momentum, continuing networks and maintaining opportunities for peer learning after the programme had finished. The strongest legacy of the programme was not simply the knowledge gained, but the community of registered managers that emerged through the journey together.