The Development Company UK Ltd.

06/11/2026

So, you’ve been offered a management role. Now what? 👀

There are probably a few questions running through your mind.

How do you manage people who used to be your colleagues? What makes a good manager? And what happens when you don't have all the answers?

We're getting Mike to tackle some of the questions that come with stepping into management.

Here's a little sneak peek at what's to come as we explore our upcoming Reluctant Manager content.

What management question would you like Mike to answer?

04/11/2026

Would you make the best chef in the kitchen run the whole restaurant?

No? Then why do we make our best salesperson the sales manager and wonder why sales dip?

We promote the best performer, then take away the thing they're best at. Our new blog looks at why, and what to look for instead.

How many of the managers you've worked with actually wanted the job? Tell us below.

Read it here: https://developmentco.com/we-promote-the-best-performer-then-we-take-away-the-thing-theyre-best-at/

The Promotion Paradox Why do we take the person who’s best at the job and, the moment they’ve mastered it, promote them to a completely different one? It’s something I have noticed recently in the…

03/11/2026

Most leadership development doesn't work. We'll say it so you don't have to.

Be honest: what actually changed after the last leadership programme your company ran?

If the answer is "not a lot", you're in good company, and we've spent 26+ years building the alternative. Bespoke, high-challenge, immersive learning that changes how people behave at work, not how they feel on the day.

1,000+ programmes. 12,000+ people developed. Not one of them off the shelf.

So tell us in the comments: what's the worst leadership training you've ever sat through? 👇

Thinking yours needs a rethink? Message us or start the conversation at developmentco.com

30/10/2026

“Manager” is a job title. Being one is something else entirely.

Plenty of brilliant people got the title because they were great at the job before it. They’re doing well, but it still feels like something they do, not who they are.

That’s the shift DCo builds its programmes for.

Our new programme on reluctance in management helps people who never planned to manage find the manager in them all along, and step into it properly. Confident. Comfortable. Their own.

We’re opening it to a small number of organisations first. Got people who’d thrive on this? Message us or drop a comment, and let’s talk.

29/10/2026

You've booked the training. Everyone's attended. The feedback was great. So why is everyone still doing things the same way? 👀

Before booking your next training course, there's one question worth asking:

What do we actually want people to do differently afterwards?

Because let's be honest, it's easy to get caught up in organising training and getting everyone in the room. But when people return to their usual workload, old habits can creep straight back in.

The emails are waiting. The deadlines haven't gone anywhere. And putting new skills into practice? That can be easier said than done.

Good development doesn't just happen on the training day. It's about helping people take what they've learnt and use it in the real world.

That's where the difference is made.

💬 What's the biggest challenge you've seen when it comes to putting training into practice?

27/10/2026

Ever found yourself in a management role without really wanting it? You’re not alone.

Sometimes people become managers because of a promotion, a change in circumstances, or simply because they’re the person everyone turns to.

But being good at your job and feeling confident leading others aren’t always the same thing.

That’s why we’re exploring a new programme idea: The Reluctant Manager. A practical, supportive approach to helping people build confidence, develop the right skills and bring out the best in their teams without losing themselves along the way.

Watch the video and let us know what you think! 👇

22/10/2026

You know that person at work who somehow ends up sorting everything out?

The mistake someone else made. The job nobody picked up. The deadline that's about to go sideways.

They always find a way. Everyone relies on them. And the business keeps moving.

But have you ever stopped to think about why they have so much to fix in the first place?

Sometimes, the person keeping everything running is also the reason nobody realises how much needs to change.

Not because they're doing anything wrong. Quite the opposite.

But when a team depends on one person to pick up every loose end, it can be a sign that something isn't working as it should.

Good workplace culture isn't just about having brilliant people. It's about creating an environment where the whole team can do brilliant work.

Be honest: if your go-to person took two weeks off tomorrow, would everything still run smoothly?

16/10/2026

Ever worked somewhere that’s proud of its people, but something still doesn’t quite add up? 🤔

We met an organisation like that. They really did value their teams. But when it came to empowerment, it was seen as a burden, not a good thing.

Which got us wondering: what happens when something meant to help people feels like one more thing being put on them?

We reckon it’s more common than we’d like to think.

Has this ever happened where you work? We’d love to hear your take. 👇

14/10/2026

Right, everyone's been sent on a course. That's the problem sorted then… 👀

Except… are they doing anything differently?

It's easy to tick the training box. It's a little harder to make sure that learning actually sticks once everyone is back at work.

Real development isn't just about what happens in a training room. It's what happens afterwards.

That's where the difference is made.

What's one thing you've seen organisations get wrong about training?

07/10/2026

We turned down a project this week, and honestly it was the right call. 🙌

A brilliant organisation asked us to look at how their teams are trained on the technical side of their work. Great people, great cause. But technical training isn't our world. We do leadership, management and people skills, and we'd have needed specialist expertise we don't have, plus a large team at a price that wouldn't have been fair.

So we said "not us, but we hope you find the right people." Better that than pretending.

Ever had to say no to something you wanted to say yes to? We'd love to hear about it 👇