How Does Agilityship Really Work? 

We will work with you to map out a cost-effective learning journey as we believe sustainable behavioural change is a process, not a one-off event. This includes consulting with you to discover the root cause of any particular challenge you are facing, prioritising which of the 12 Agilityship Practices will make the difference, and then start by diagnosing current strengths and weaknesses, so we all know where our improvement journey begins and to achieve the desired result and impact.

Re-Humanising & Re-Inventing Leadership Development

"Our Humanity is our best competitive advantage. In a world becoming dominated by AI, augmented reality and automated jobs, humans aren’t a resource (HR), they’re our community - our Fellowship. So, in re-humanising leadership and re-inventing leadership development, we want our learners to see an organisation, or a family, or a community, as living breathing precious belonging, made up of living breathing different people, in a world full of inspirational natural beauty. We’re all customers of the leadership we’re presented with, so followership is always a choice, gained through respecting and rallying uniqueness, ingenuity and passion." - Dr Paul Aitken, Founder of Mastering Leadership Agility (UK) Ltd and MLA (Singapore) Pte Ltd; AGILITYSHIP®

Agile Leadership Qualification programmes

Based on the globally popular Executive MBA Leadership Agility Module designed and delivered by Dr Paul Aitken, Agile Leadership Practice programmes elevate what you actually DO with your leadership, underpinned by applying key knowledge from relevant leadership agility science.

Through these programmes, you will learn how to use 12 Agilityship Practices at work and in your community, which help you build a sustainable career, lead an effective agile team, and make a vital contribution to continuing business prosperity, whilst also preparing our world to become a better place for future generations to live in.

Our Programme Certification Awards are suitable for
  • First-time managers who are progressing on the path of middle management talent development;
  • Middle managers who are embarking onto the senior management talent development path;
  • Senior managers who are aspired to be on the C-Suite Executive Team

Successful completion of these on-line tutored and blended ‘workplace applied’ learning and personalised mentoring programme gives you a globally recognised NOCN qualificaton, equivalent to Level 3 / 5 / 7 in the UK qualification system.

This will significantly enhance your management and leadership role transferability, improve career employability and resilience; and provide substantive evidence of your ability to partake in further study at University Masters level.
Training for Middle Management
Talent Development Pool

Who this is for: First-time managers with potential for post-school education

Programme Facilitation Hours: 38 Hours

Length of Programme: 4 months

Learning Process (12 ‘ALP’ Practices): Emphasis on SELF-LEADERSHIP (Practices 1-4)
  • Introduction Module (4 hrs)
  • 2.5 hours facilitated content input per Practice (includes group discussion)
  • Self-driven application of 12 Practices’ tools to the workplace
  • Video recorded and assessed reflection (30 min)
  • Personal Development Planning Module (4 hrs)

Type of Certification: Certificate Award in Agile Leadership Practice (NOCN accredited UK Level 3 management qualification)
Training for Senior Management
Talent Development Pool

Who this is for: Middle managers with potential for tertiary education

Programme Facilitation Hours: 38 Hours

Length of Programme: 5 months

Learning Process (12 ‘ALP’ Practices): Emphasis on LEADERSHIP OF OTHERS (Practices 5-8)
  • Introduction Module (4 hrs)
  • 90 mins personal debrief of 2 diagnostics
  • 2.5 hours facilitated content input per Practice (includes group discussion)
  • Self-driven application of 12 Practices’ tools to the workplace (to include a team leadership improvement project)
  • Video recorded and assessed learning reflection (30 min) & 1500 word written assignment
  • Personal Development Planning Module (4 hrs)

Type of Certification: Diploma Award in Agile Leadership Practice (NOCN accredited UK Level 5 management
Training for C-Suite Executive Talent Development Pool

Who this is for: Senior managers with potential for tertiary education

Programme Facilitation Hours: 44 Hours

Length of Programme: 6 months

Learning Process (12 ‘ALP’ Practices): Emphasis on LEADERSHIP THROUGH OTHERS (Practices 9-12)
  • Introduction Module (4 hrs)
  • 90 mins personal debrief of 2 diagnostics
  • 3 hours facilitated content input per Practice (includes group discussion)
  • Self-driven application of 12 Practices’ tools to the workplace (to include two colleague coaching sessions)
  • 90 mins ‘Coach the Coach’ session
  • Video recorded and assessed learning reflection (40 min) & 3000 word written assignment
  • Personal Development Planning Module (4 hrs)

Type of Certification: Masters Award in Agile Leadership Practice (NOCN accredited UK Level 7 management
qualification, also endorsed by the British Chamber of Commerce)

Keynote Topics:

  • Raising and Sustaining Commitment
  • Agile Leadership in the Moment - Building Flexibility and Adaptiveness for Disruptive Times
  • Strategic Story Making and Telling for Better Buy-In
  • Make Your Key Change Decisions Work
  • Reduce Silos and Increase Resourcefulness
  • Innovate to Accumulate - Creating a Learning Culture
  • Making People Diversity an Asset
  • Role Model Your Way to Success
  • Deliver Memorable and Actionable Messages
  • Becoming an Agile Leadership Development Coach
  • Build a Team of Olympians
  • Remaining Resilient – Continue to Prepare the Unprepared’

Why is Agile Leadership Practice Vital for Disruptive Times?

Business, career and life in the 21st Century will be dominated by the combined impact of AI with other known, and as yet unknown, globally interconnected disruptive changes. The role of leadership urgently requires a different purpose and a new set of practices. Doing the right thing will matter more than who we are. We call this new personal values-led adaptive capability ‘Agilityship’.

A priority focus for leadership development programmes will be to enhance the unique sentiments and gifts which only humans bring to each other and the world they live in. This more humane and inventive leadership is critical as the world responds, like now, to pandemic, climate change and species extinction challenges.

Many professional, semi-professional and unskilled jobs will disappear and shifts in internal and external working cultures and environments will become ever more unpredictable. Brands, products, services and how they are made and delivered to customers will require constant repurposing, renewal and reinvention. We will all have to become much more entrepreneurial.

Retaining and sustaining competitive advantage in this context calls for a very high degree of personal and collective leadership, with joined-up ‘Agilityship’ making the vital contribution to resilience and significantly improved individual, business, environmental and nation state outcomes.

Our Methodology


You will also notice there are 4 Phases of AGILITYSHIP IMPROVEMENT (REFLECT, REPLENISH, REFOCUS, REWARD) containing the Practices which support the successful completion of each development phase.  

Because no one individual or team will excel at everything, this is also how you can find colleagues who complement your particular Practices’ strengths.  

You will then be able to combine and apply your experience and learning together given the current challenges which need to be addressed.
Here, the focus is on utilizing the individual and collective intelligence to detect and explain significant shifts in the internal and external operating environment, and also analyse the diverse personal values within all employees, stakeholders and customers, in order to clarify purpose and select the strategic sustainability options.
The emphasis shifts to identifying, securing and developing the internal and external individual and collective talent and capabilities required to identify and accomplish the priority innovations selected as the routes to sustainability.
Most commonly the cause of ‘failure’, the intention here is to continue to refine, reinforce and communicate the sustainability transition goals, adjusting the implementation process if new internal and external circumstances present themselves.
The time to recognise goal accomplishment and the payoff, eliminate roadblocks to continuous improvement and avoid reputational complacency as a result of real-time assessment of progress, alongside noticing any new changes which require revisiting the previous three phases and their Practices.


Leaders shape followers’ perceptions and expectations through how they practice or DO leadership - less so about what is SAID or what PERSONALITY they have. In this way the ‘leader’, through their daily behaviour, directly address the key question on ‘Why should anyone be led by me?’

Likewise, followers need to learn how to support the emergence of leadership through their own followership, and by doing so learn more about their own leadership.

In any situation, there is no leadership present if followership does not exist, regardless of job titles. The message on the streets for employers, employees and citizens around the world is we all need to become much more agile.

This challenge is more pressing as our livelihoods and lives continue to be disrupted. It is vital that we know in detail just how agile or not we currently are.

We need a practical and easily understood way to measure and understand this.

Aitken Leadership Practice Diagnostics (ALPD) gives you an extensive analysis of your 12 Leadership Agility Practices indicating the STRONGEST through to the WEAKEST, and their application to your work and career.

Take the Free taster 12-Questions EXPLORER Diagnostic to find out what your current STRONGEST Leadership Practice may be, click HERE 


Many organisations rely far too heavily on producing statements which describe ‘how we should work around here’ and completely miss the need to help people clarify their own personal values and, most crucially, express how these may or may not align to such intentions.

They spend time and money on mission, lists of general human qualities and corporate branding imagery, without paying sufficient attention to the personal brands held by every member of the workforce.

The outcome can be a culture of misaligned purpose and motivation, together with different interpretations of what matters most.

This also creates variability in internal and external customer service expectations and delivery performance which, if not addressed, produces an undercurrent of resentment because uniqueness and diversity is neither valued nor leveraged for everyone’s benefit.

The PVS assessment provides a measure of how strongly six categories of personal values are held across all employees, whether or not they are in formal leadership or management roles.

It builds a baseline measure of the currently prevailing personal values in a culture or sub-culture, and produces a deeper understanding of the diversity and strength of different drivers and motivations across a single business, conglomerate or sector.

In short, our Personal Values Sensitivity (PVS) Diagnostic provides the essential information and insights which enable individuals, teams and organisations to systematically assess the variation in the personal values currently held most strongly within a management team, a single or cross functional team, an entire business, or the whole stakeholder community, including customers.


Research & Development



Isdar Andre Marwan | HR Director | Permata Bank 

"Dr Paul Aitken is a source of inspiration when it comes to advanced leadership. I have the privilege to learn from him and his programme is intellectually stimulating. Not only it allowed me to gain valuable insights, the practices are relevant and applicable to my current work area. Totally enjoyed his sharings and highly recommend to learn from him as his lectures are relatable and sense-making."
- Yeo Lay Peng Rosaline | Nurse Manager | Tan Tock Seng Hospital
"I have benefited a lot from Dr Paul's leadership coaching. The 12 Leadership Agility Practices are highly applicable in any organization. They advance communication and help organizations to be more effective in their transformation process. I personally like Practice 3 'Sense Make-Give' which highlights the importance of first answering the question of WHY are we changing and Practice 4 'Mindful of Impact' which remind me of the importance of system thinking which is increasingly important in our well-connected world today."
- Elaine Tan | Deputy Director of Strategic Planning and Marketing | NUS School of Continuing and a Lifelong Education
"In this present times, we all know change is inevitable but it is also how we adapt to these changes that will determine our success and failure. Through Dr Paul's 12 leadership practices, I got to know myself better and was able to identify my default leadership style and also those of others working with me. In Sun Tzu's "Art of War", " 知己知彼百战百胜" these 12 practices gives me the tools to manoeuvre my course to achieve a win-win situation. In my leadership position may it be at work or at home, it has definitely helped me in many ways and given me new perspectives."
- Darren Lim | Skipper & Owner Yacht- Gracefully
"Paul is an outstanding professional that has the rare combination of rigour and relevance. His consulting is informed by his vast experience, differnt skill sets and academic work. The MLA work is innovative in a crowded market and I hope to bring his work in as a service provider to the organisation I am with."
- Scott Lichtenstein | Birmingham City University
"The Leadership Agility practices have enabled me to take the first steps towards instilling a culture of leadership at all levels of our organisation by providing a clear and simple framework with which to identify the appropriate behaviors and desired outcomes from the application of each of the practices. Further, the program clearly outlines the consequences of a deficiency in each practice.” It’s the perfect system to enable people to develop their strengths as a leader and also to identify and improve upon their weaknesses as a leader, no matter their role or level of authority."
- Cathy May | General Manager | Dental Partners
We know why we need Agility, what Agility is, but do we know HOW to Develop and Practice Agility?

Implementing change is a major business challenge. Is your leadership up to the task? With change initiatives failing so frequently despite many books on the market addressing separately the topics of leadership and change management, Developing Change Leaders tackles in one concise volume the all-important question of how to develop effective change leaders who make a difference to organizational life. Providing the detailed practical guidance, frameworks and tools that competing titles lack, this how-to book will help you address the challenges of change and develop your own interventions.