Leaders LoopSkills Toolkit
Plain-English explainers on the core knowledge and tools of leadership, and a short Skill Check after each one, so you can prove you've got it and earn badges, awards & Leaders Loop Credentials you can share.
Browse the Toolkit
Leadership, in a continuous loop
Grow as a leader through insight, example, and practice.
Leaders Loop brings together a practical skills toolkit, in-depth profiles of the people who shape great organisations, expert-led learning groups, and a free 360° app that shows you how you actually lead, so learning never stops at the last page.
Four ways to grow
One loop, four sources of momentum
Read to think differently, get inspired by leaders worth learning from, learn with peers in expert-led groups, then ask the people around you for an honest 360° picture of how you lead.
Leadership Profiles
In-depth editorial profiles of prominent leaders: what shaped them, the calls that defined them, and the lessons that hold up when you put them under the light.
Meet the leadersLearning Groups
Expert-led group sessions where a small cohort deep-dives one topic together, pairing the frameworks with real decisions, discussion and debate you can take straight back to work.
Book a learning groupThe 360 Review
A free 360° leadership assessment. Rate yourself across 38 leadership behaviours, each on how effective and how consistent it is, invite your manager, peers and team to weigh in anonymously, then get a report that maps your strengths, blind spots and where to focus next.
Try the Loop
Skills Toolkit
Grow real skills, one topic at a time
Clear, jargon-free guides to the things great leaders actually do, each one a quick read you can use the same day. When you're ready, a short, friendly Skill Check helps it stick, and completing the checks in a module earns you a Leaders Loop Credential to show for it.
Authenticity, Character & Executive Presence
Integrity under pressure: doing the right thing when it costs
Integrity isn't a trait you either have or lack. It's a decision made under load, and the research is clear about what bends the wire and how to keep it straight.
Stakeholder Management & Organisational Politics
Stakeholder mapping & analysis: the power/interest grid
A simple two-by-two won't tell you who matters most, but used honestly, it stops you spending your scarce political capital on the people least able to make or break your decision.
Coaching, Mentoring & Developing Others
Building team capability: a leader's practical guide
Capability isn't something you send people away to acquire. It's something you build into the work, by handing out the right hard problems, then standing close enough to help and far enough to let them struggle.
Authenticity, Character & Executive Presence
Values-based leadership: a practical guide
Values-based leadership isn't the poster in reception. It's a short list of principles you can actually act on when acting on them costs you something, and the discipline to do it consistently enough that people believe you.
Authenticity, Character & Executive Presence
Authentic leadership: leading as yourself, well
"Just be yourself" is the most repeated leadership advice there is, and the most likely to keep you small. Authentic leadership is a sharper idea than that, and it asks more of you.
Stakeholder Management & Organisational Politics
Public relations & media handling: a leader's field guide
Reputation isn't won in the good times; it's defended in the bad ones, and the leaders who come out intact are usually the ones who told the story first, plainly, and on their own terms.
Stakeholder Management & Organisational Politics
Reading & navigating organisational politics & power
Politics is not the thing that gets in the way of the work, in any organisation where people disagree about scarce resources, it is part of the work, and reading it well is a skill you can learn rather than a personality you're born with.
Coaching, Mentoring & Developing Others
Mentoring & sponsorship: the difference that decides who gets promoted
A mentor talks to you. A sponsor talks about you, in the room where the decisions get made, when you aren't there. Most careers stall in the gap between the two.
Stakeholder Management & Organisational Politics
External stakeholder & community relations: earning a social licence
The permission to operate that matters most isn't the one on the permit. It's the quiet, revocable approval of the people who live with the consequences of your decisions, and you earn it long before you need it.
Authenticity, Character & Executive Presence
Gravitas & poise: how leaders earn the room
Gravitas isn't a deep voice or a borrowed power pose. It's the perception that you carry weight, sound judgement, real conviction, and steadiness when the pressure is on, and most of it can be built on purpose.
Coaching, Mentoring & Developing Others
Creating a learning culture: the practical guide
A learning culture isn't a values poster or a training budget. You see it in the half-second after someone makes a mistake, whether the team leans in, or looks away. Here's what the evidence says, and the small moves that actually build one.
Coaching, Mentoring & Developing Others
Coaching skills: the GROW model and powerful questions, explained
Most managers believe they coach their people. The research says most of them are quietly handing out instructions and calling it coaching. The gap between the two is where development actually happens.
Leadership Profiles
Leaders worth studying closely
In-depth editorial profiles (the decisions, the context, and the durable lessons) from founders and operators to chairs and CEOs.
Media & leadership
No such thing as having it all: Carolyn McCall's honest case for structural change
From a childhood between Bangalore and Singapore to the chief executive's office at two FTSE-100 companies, Dame Carolyn McCall has spent her career refusing the comfortable story. The "have it all" myth, she argues, is exactly that, a myth, and the only honest answer to it is diversity that is built into the structure and counted, not sloganised.
Behavioural science & service design
What people say, what people do: Angela Bliss and the science of behaviour
The research most organisations trust tells them what customers say. Angela Bliss, Head of Behavioural Science at NAB, has built a career on a more uncomfortable question, what those same customers will actually do, and on the science of closing the gap between the two.
Founder leadership
The gift of pain: how Jensen Huang built Nvidia on suffering
He told a graduating class at Stanford that he wished pain and suffering upon them, and meant it as a blessing. From a Denny's dishwasher to the head of the most valuable company on earth, Jensen Huang has spent three decades turning adversity into an operating system.
Governance & technology leadership
The chair from Milperra: Robyn Denholm's case for a tech economy
She runs the boardroom of one of the most scrutinised companies on earth from a desk in Sydney, a rare Australian resident chairing a major US tech board. Robyn Denholm's argument is that the seat she occupies should not be so rare, and that technology ought to be treated less as a sector than as the country's next growth engine.
Creative leadership & studio culture
The all-nighter is not a badge: Gareth O'Brien on craft without the crunch
A New Zealand designer who made his name at Buck's New York studio and then came home to open its Sydney outpost, Gareth O'Brien has spent years arguing that the best creative work and a life outside it are not a trade-off, and that the industry's old romance with the overnight grind is finally fading.
Leadership & culture
The letters home: how Indra Nooyi led the whole person
Most chief executives talk about treating employees as whole people. Indra Nooyi, who ran PepsiCo for a dozen years, did something stranger and more concrete: she wrote to their parents. It is the smallest gesture in a very large career, and the one that explains the rest.
Product leadership & community
Dreaming the dream: the making of Liz Blink
A PhD immunologist who walked out of the lab and into product, Liz Blink has spent fifteen years building a quietly radical case, that the thing most worth investing in isn't the roadmap or the framework, but the product people themselves.
Artificial intelligence & science
Solve intelligence, then everything else: Demis Hassabis
A chess prodigy who designed hit video games as a teenager, then took a neuroscience PhD before founding Google DeepMind, Demis Hassabis built a company around an outrageous two-step pitch. In 2024 a Nobel Prize turned the second step from aspiration into proof.
Stakeholder capitalism
Philanthropy on the cap table: Marc Benioff and the 1-1-1 idea
Most companies bolt giving on once they are rich. When Marc Benioff founded Salesforce in 1999 he did the opposite, he wrote charity into the founding documents, pledging one percent of the company's equity, product and people's time before there was much of any to give. The idea outgrew the company.
Product & design leadership
Making research pay: Alex Burke and the case for proving UX value
Most leaders nod along when you say a company should be user-centred. Alex Burke, the CEO of the Wellington-built research platform Optimal Workshop, is interested in the harder question that comes next: can you actually prove what that research is worth?
Enterprise leadership & hypergrowth
Amp it up: Frank Slootman and the war on mediocrity
Across three companies and two decades, the Dutch-born operator built the same reputation each time, that you don't fix a sluggish organisation by reorganising it. You raise the standards, narrow the focus and increase the tempo until the place is unrecognisable. Then you do it again.
Design & management
When everyone looks to you: Julie Zhuo and the making of a manager
She was twenty-five when Facebook made her a manager, and not at all sure she was ready. A decade later she wrote the book she had needed that day, and it became the one first-time managers everywhere now reach for.
Plans
Start free, upgrade as you grow as a leader
Reading the Skills Toolkit and Leadership Profiles is always free, and so are the foundational Skill Checks. Leader adds quarterly 360s, the complete report and every Skill Check (with Credentials & LinkedIn sharing). Senior Leader lets you run 360s for up to 5 leaders you manage, with 10% off every learning group. Enterprise scales it across your whole organisation.
| Free £0Always free | Leader £50/yrBilled annually | Senior Leader £100/yrBilled annually | Enterprise CustomTailored to you Enquire | |
|---|---|---|---|---|
| Skills Toolkit & Leadership Profiles | ✓ | ✓ | ✓ | ✓ |
| Foundational Skill Checks | ✓ | ✓ | ✓ | ✓ |
| Advanced Skill Checks | ✕ | ✓ | ✓ | ✓ |
| Credentials & LinkedIn sharing | ✕ | ✓ | ✓ | ✓ |
| 360s on yourself | 1 / year | 4 / year | Unlimited | Unlimited |
| Stakeholder invites per 360 | Up to 3 | Unlimited | Unlimited | Unlimited |
| Report depth | Snapshot | Full report | Full report | Full report |
| Run 360s for leaders you manage | ✕ | ✕ | Up to 5 (+ add seats) | Unlimited |
| Managed leaders get full access | ✕ | ✕ | ✓ | ✓ |
| Learning-group booking discount | ✕ | ✕ | 10% off | Preferential rates |
| Priority support & onboarding | ✕ | ✕ | ✕ | ✓ |