Academic Rigour

Anything that is done successfully and repeatedly will have a sound intellectual or academic foundation.  This applies to both the ‘content’ of our leadership programmes and workshops, and to the learning and development methodology that those programmes employ.  

Our understanding of leadership and its effective development is at the centre of a unique, practically taught MSc in Leadership and Organization that Jeremy Tozer conceived, authored and lead through external approval for a University in the South-West of England.  Jeremy's Doctoral research ensures that Tozer Consulting stays at the leading edge of leadership research and thinking.

Our rigorous, adaptable, intellectually sound concepts are thoroughly tried, tested, proven and are based on first principles for intelligent and appropriate application to the complexity or level of work faced.  The nature of first principles is that they endure over time and changing contexts and have universal application.  This means that organizational and leadership development, and leadership tools, language and expectations may be consistent and not change with every new executive appointment or new best-seller pop psychology book fad.  This also minimises the amount of leadership knowledge that leaders need to understand, value and apply.

Our programmes commence with creating a desire to learn and develop or change at both the organizational and individual levels and the creation of ‘learning contracts’.

Virtuous Circle of Experiential, Conceptual and Applied Learning

We employ the cycle of experiential learning shown below, because leadership is best developed by doing, observing, and reflecting on impact rather than by 'chalk and talk'.  Then we follow through in a way few others do to ensure immediate business return on investment.

We help people to understand how habits (automatic responses) are formed, and how new or more effective habits may be ‘learned’.

‘New ways’ are supported through:

  • individual and collective leadership coaching (both coaching for personal development, and coaching in the application of practices, principles and concepts learned);
  • a network of peers and a buddy-buddy system;
  • the active engagement of participants’ leaders;
  • the provision of electronic tools and templates and other supporting materials and online resources.
  • consulting to assist shaping the environment which allows leadership to be embedded and sustained (policies, processes, systems, leadership job descriptions, role relationship definition, performance management, recruitment, selection, wider learning and development etc).


© Tozer Consulting Limited 2012  Leadership - Strategy - Execution - Change