Being the best leader


We make relationships your business.


We develop common understanding of innovative leadership, motivation of high performing teams and influential relationships that move your management teams beyond traditional assumptions and norms.

We use the latest thinking in management optimisation - including ongoing findings from recent developments in neuroscience.


High performance team working – delegation, encouraging innovation, managing virtual teams, optimising communication

Influencing – motivating your staff, role modelling, inspiring staff to reach beyond commonly accepted standards

Leading through change – negotiating changes in societal culture and the Diversity and Inclusion agenda, goal clarity, incident management skills

Coaching and team development – performance management, train the trainer

Training sessions
Distance Learners
Training modules
Wellcome Trust Case Study

Interweaving Leadership and Organisational Development

The Wellcome Trust is a global charitable foundation dedicated to achieving extraordinary improvements in health.

The values of the Trust externally are well known and highly respected.  MaST was engaged to help develop a leadership culture and internal values appropriate to this remarkable organisation.  As well as employing many leading scientists, its investment team regularly outperform other city institutions and fund their ground breaking research.  Providing a deep sense of common purpose across such talented specialists was a key part of our task.

We are working with the Trust to create a leadership culture that will enable the organisation to thrive and achieve its strategic objectives, vision and purpose. We met with executives and senior leaders to hear their stories of perceived strengths, opportunities and aspirations.

From this firm backbone, we are supporting the development of every level of leader within the Trust. Programmes are designed in 4 modules (2 days, 1 day, 1 day, 2 days) with each module occurring approximately every 4 weeks.  In addition to pre-work and identification of live case materials, participants also form Action Learning Sets of 6 people who meet at least once between each module.

In the second phase we have integrated their Business Principles (Values) in to their Leadership programme for its 150 leaders.

Programmes have had an impact on the relationships, communication and coaching culture in the Trust, participants tell us that they feel more empowered to make decisions, have positive performance conversations and are able to influence at a senior level.  The impact of the programme is extending way beyond leadership development and is providing the organisation with vital data for ongoing cultural change initiatives.

In 2015 we were asked to design, develop and deliver Phase 2 - Leading High Performing Teams. This focused on helping the trust to embed its four core business principles with the leaders living and breathing these, moment by moment. The workshop also focused on the Success Model, which was used to plan, implement, evaluate and motivate team performance.

In 2016 we have been asked to create and deliver a change manage programme for Leaders. This programme has now been designed and is being rolled out to the organisation.

Validus Case Study

Development of the IT Global Leadership Team

The business places a lot of demands on the IT function and needs it to be highly effective so as to achieve the organisations ambitions. The IT function being split across three separate businesses and several geographical locations (Europe, Bermuda and North America) looked to join itself up rather than duplicate work by operating in independent silos.

The incoming CIO wanted to compliment her inspiring vision by taking her senior team through the Lencioni principles of team effectiveness.

We designed and delivered a team development workshop for each of the sites mostly built around the Lencioni model, but it also incorporated a wide variety of tools from various methodologies. We used the SDI personality / behavioural tool and we used a communication patterns model to facilitate high quality conversations between people.

A large part of the workshop was dedicated to develop the foundational pillar of trust.

Following on from the training we developed four follow up Action learning events to embed the learning. The learning took place online with the various sites being split up so as to create better interdependent relationships. These sessions were short and punchy 90 minute get togethers.

At the same time we delivered a webinar workshop to the general IT population in Canada to help them to become familiar with the Lencioni language. 

Each month we tracked performance against 4 measures for each of the 5 Lencioni behaviours. For the vast majority of behaviours there was a month on month improvement in the measures. At the same time each site reported an increase in trust, and across the Global sites meetings were recorded as being more effective and duplication of work had greatly diminished.  

  • Difficulty
  • Organisational development
  • Upskill
  • Engagement
  • Other skills

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