What is it?
This workshop helps teams replace dependency with ownership, creating a culture where everyone leads, takes initiative, and drives results with confidence.
Why is it useful?
This hands-on session teaches teams how to apply the leader–leader model to build shared responsibility, trust, and proactive decision-making.
Objectives
- Understand the leader–leader model and its three pillars: Control, Competence, and Clarity
- Shift from a permission-based mindset to one of ownership and initiative
- Practise using “I intend to…” language to promote accountability
- Apply shared leadership principles to real-world team scenarios
- Commit to practical actions that build a culture of empowerment and trust
Materials Needed
- Time: 90 minutes
- Number of people: 6-15
- Flip charts/whiteboards
- Markers
- Post-it notes
- Timer
- Pre-prepared scenarios (see below)
Process
1. Introduction (10 minutes)
Goal: Set the stage for the workshop and introduce the key concepts.
Activity:
- Briefly explain the "leader-leader" model from Turn the Ship Around!.
- Discuss the three core pillars: Control, Competence, and Clarity.
- Share the purpose of the workshop: To practice decentralising leadership and encouraging ownership.
2. Setting the Intent (15 minutes)
Goal: Shift the team’s mindset from permission-based leadership to one where they take ownership of their actions.
Activity:
- Ask each participant to write down a current challenge or task they are responsible for at work.
- Then, have them rewrite it as an intent: “I intend to... [what action they will take]”.
- Example: “I intend to lead the upcoming meeting by preparing the agenda and facilitating discussion.”
Group Share: Each person shares their intent with the group.
Debrief Questions:
- How does using “I intend to” feel compared to asking for permission?
- What changes when we take ownership of our actions?
3. Role-Playing Scenarios (30 minutes)
Goal: Practice decision-making in a "leader-leader" context and promote active problem-solving.
Activity:
- Divide the group into small teams (3–4 people).
- Give each team a realistic scenario where leadership is typically centralised.
- Ask them to discuss how they would handle the situation using the "leader-leader" principles.
Example Scenarios (see handouts for more):
- A team member notices a recurring client issue but isn’t sure they should raise it.
- A project deadline is at risk, and the manager is away.
- A junior staff member has an idea that challenges current practice.
- A team decision needs to be made quickly with incomplete information.
Instructions:
- Each group discusses and acts out how they would respond using “I intend to” statements.
- Focus on giving control to the person closest to the issue while ensuring competence and clarity.
Group Share: Each team presents their approach to the larger group.
Debrief Questions:
- How did it feel to take initiative without waiting for permission?
- What helped you feel confident to act?
- How could we apply this in our everyday work?
4. Reflection and Action Planning (20 minutes)
Goal: Consolidate learning and identify concrete next steps to apply the model at work.
Activity:
- Ask each participant to reflect on what they learned about leadership and ownership.
- On post-it notes, write one action they will take to practise “leader-leader” thinking in the coming week.
- Share actions aloud and place them on a flipchart titled “Our Leadership Commitments.”
Debrief Questions:
- What barriers might stop you from taking initiative?
- How can the team support each other to lead more effectively?
5. Closing Discussion (10 minutes)
Goal: Reinforce key insights and celebrate the group’s commitment to shared leadership.
Activity:
- Review the three pillars — Control, Competence, Clarity — and how each was applied.
- Acknowledge progress already visible in the team.
- End with one question: “What’s one thing you can do tomorrow to lead, no matter your role?”
Secret Sauce
- Keep energy high by alternating discussion, action, and reflection.
- Reinforce that leadership is about behaviour, not position.
- Encourage “thinking out loud” during discussions to model transparency and shared reasoning.
- Use real examples from participants’ work to make insights practical and relevant.