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What our Clients say

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  • "The Oxford Leadership™ programme was by far the most powerful and impactful development experience I have had in my entire career. The vision and foresight I achieved has helped me deal with many difficult situations both personally and professionally. "

    John Mahtani, VP Warner Bros. Pictures Int.

  • "I do not know how you can be an effective leader within our organisation if you did not go through the Leading Self® programme or buy into it's philosophy."

    Rene Schuster, CEO, Telefonica o2, Germany

  • "I have been through many leadership programmes before, but none has had the same impact as OLDP on my approach to life and work. It has definitely changed me as a leader."

    Santiago Gowland, Former Vice President, Brand & Social Responsibility, Unilever

  • "Great programme for building alignment and trust within the team. I feel privileged to have been part of it and of the fact that we are investing in leadership development."

    Communications Manager AkzoNobel Netherlands

  • "Brian Bacon has a deep wealth of knowledge and wisdom into the complex transformational challenges facing organisations and their leaders today. Over the years he has been a tremendous source of inspiration to McDonald's throughout the world."

    Former President, McDonald's Ventures, Chicago

  • "Oxford Leadership™ provided our Cabinet and senior leaders with essential methods for focusing on the right things and the willpower necessary to tackle immense challenges"

    Ramón Muñoz, Chief of Staff, Office of the President, Government of Mexico

  • "Leading Self is a vital experience that, with no doubt will generate the transformation needed to push the overall performance as well as the satisfaction of our teams"

    Jose Maria Cervera, Managing Director Makro Spain and Portugal

  • "It was probably the most interactive and useful training I ever had in my professional life. I believe this will influence my role in a very serious way. I have already started thinking and acting differently."

    Anna Tigka, Medical Advisor Novartis Greece

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Agneta Dieden

Partner

  • Sweden
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André Bischoff

Managing Partner

  • United Kingdom
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Brian Bacon

Chairman and Founder

  • Global
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Cyril Legrand

CEO and Partner

  • France
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Dirk Devos

Partner

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Dr Kim Møller

Partner

  • Denmark
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Gustavo Rodriguez Baltar

Partner

  • Uruguay
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Horacio Hurtado

Partner

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Juan Felipe Cadavid

Partner

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Juan Rovira

Partner

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Juan-Carlos Murillo

Partner

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Lasse Wrennmark

Partner

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Manon de Wit

Partner

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Marie Vergara

Partner

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Miguel Gowland

Partner

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Pedro Langre

Partner

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Rachel Amato

Partner

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Partner

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Robert Lubberding

Partner

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Sandro Vieira

Partner

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Sylvie Gueye

Partner

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Adriaan Krans

Fellow

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Alessandra Giardiello

Fellow

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Anderson Carobressi

Fellow

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Axel Rittershaus

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Bart Romanov

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Carl Lindeborg

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Daniel Poch

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Dr J'Lein Liese

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Elisa French

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Frank Behrend

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Fridtjof Helemann

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Gia Campari

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Graham Bird

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Kazemaru Yukawa-Bacon

Zenergy Team

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Ken O'Donnell

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Nickolette Assy

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Sharon Wood

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Simone Alz

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Steve Johnson

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Tom Hurley

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Ulli Geppert

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Victoria Carlbaum

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Rudolf Van Raalten

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Paulina Barnaś

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Inspirations

Oxford Leadership Review

Oxford Leadership Blog

  • Characteristics of high-performing team meetings

    How a team talks together will determine how well it works. Trust, respect and communication are the essential foundation stones of a high-performing team. A high performing team is all about relationships that consistently produce breakthrough results. Whereas it’s nice if team members actually like each other, ‘liking’ is an option in a high-performing team; trusting, respecting and communicating well is not an option, it’s a must. Sometimes team members WON’T like each other, but they still have to work together. Read More »

  • Intuitive Intelligence in Leadership

    Do you trust your gut when it comes to the big stuff? Instincts and ‘hunches’ may have a comforting influence on day-to-day decisions, but when it comes to major strategic choices and matters of great complexity, intuition doesn’t often get a seat in the C-Suite.Instincts and ‘hunches’ may have a comforting influence on day-to-day decisions, but when it comes to major strategic choices and matters of great complexity, intuition doesn’t often get a seat in the C-Suite. Leaders are more likely to rely on hard evidence and data, logic and rational analysis to support their biggest and most important decisions. However, recent insights and discoveries in the field of neuroscience have given new importance and credibility to the role of intuition in leadership, especially when it comes to decision-making. In developing the strategic skills of senior management in the corporate universities of several of the world’s largest corporations, (e.g. Telefonica, BASF, Metro AG), the Oxford Leadership™ rates ‘intuitive intelligence’ as one of the most important areas of leadership development. Brian Bacon, Chairman and Founder of Oxford Leadership, discusses how they develop the intuitive intelligence of leaders and why it is a critical factor in leadership development… Read More »

  • Managing With The Brain In Mind, Part 1 – Risk & Reward

    Part one of a four part series about how the brain interprets managerial decisions and actions, taken from extracts of the Oxford Leadership Journal. In part one we look at how the brain reacts to decisions we make as managers and how this can affect the productivity and creativity of your staff. Read More »