Co-creating leadership that works - lessons from Amey’s Award-Winning Programme
By Maggie Matthews, The Oxford Group
When we talk about leadership development, it’s easy to get swept up in theory. But the truth is, the most impactful programmes are the ones that feel real, rooted in the day-to-day challenges leaders face and shaped by the people who live them.
That’s exactly what Amey achieved with their Band-D leadership programme. I’ve had the privilege of working alongside Charlotte Jones from Amey and Simon Merrell from The Oxford Group on this journey, and what’s struck me most is how deeply human the process has been. It’s not just about delivering content – it’s about creating space for people to grow, connect, and lead with confidence.
This wasn’t a programme built in isolation. From the start, Amey’s L&D team brought in directors, operational leaders, and subject matter experts to co-create something that would genuinely reflect the business’s needs. That upfront investment of time and energy paid off.
Not only did it secure long-term buy-in, but it also made the programme feel like it belonged to everyone.
Amey’s six top tips…
1. Build it together
The programme was co-created with input from across the business – directors, operational teams, and functional experts. That collaboration meant the content was relevant, the delivery was engaging, and the impact was real.
2. Keep it practical
Amey’s leaders are busy. Their phones don’t stop, and their days are packed. So the programme had to reflect that pace. Sessions were designed with short bursts of activity, real-world scenarios, and minimal PowerPoint. It was about conversation, not lectures.
3. Make it personal
From 360 feedback to coaching, the programme invited leaders to reflect on who they are, how they lead, and what they want to work on. That self-awareness piece was powerful – and often unexpected.
4. Bring the business in
Directors didn’t just drop by – they joined in. Their presence helped break down barriers and made leadership feel accessible. It also gave them a direct line to the challenges and ideas coming from the frontline.
5. Stay agile
Each cohort brought something new. The programme evolved with feedback, shifting SME sessions and adding new themes like ESG and digital. That flexibility kept it fresh and aligned with Amey’s strategic direction.
6. Measure what matters
The impact wasn’t just felt – it was seen. Learner satisfaction hit 81%, voluntary attrition dropped, and compliance scores rose. But perhaps most importantly, leaders felt more connected, confident, and capable.
Listen, involve and co-create
What I loved most was hearing Charlotte describe the ripple effect. Leaders who’d been through the programme were recommending it to their teams. They were talking about it like a great Netflix series – don’t spoil it, but you’ve got to experience it.
That’s the kind of legacy we all hope for in leadership development. Not just a programme, but a movement. One that grows, adapts, and continues to make a difference.
If you’re thinking about building something similar, start with your people. Listen, involve, and co-create. Because when leadership development feels like it’s been made with you, not for you, that’s when the magic happens.
Catch up with the recording
If you’d like to speak to our team on creating high impact leadership development programmes, tailored to your goals and needs, please get in touch to start a conversation.