Real impact is measured in changed behaviour, not just positive feedback.

The Northern Cancer Alliance MDT leadership programme delivered more than knowledge — it created critical moments of insight that shifted how participants lead, communicate and collaborate. As illustrated above, clinicians described increased confidence, stronger credibility as change agents, and greater capability to manage conflict, chair meetings effectively and have difficult conversations.

These “critical change moments” translated into tangible action: clearer preparation for MDT meetings, improved emotional regulation, better engagement across disciplines and more inclusive decision-making. For MDTs operating under sustained pressure, these behavioural shifts are central to improving effectiveness, team climate and patient-centred outcomes.

👉 Read the full case study to explore the measurable impact in detail.

Turning potential into performance requires more than process change.

While MDTs remain the gold standard for cancer care, growing pressure on time, capacity and complexity means leadership capability is now critical to how effectively they function. Our white paper explores the gap between national guidance and operational reality — and the behavioural, cultural and leadership factors that often limit MDT performance.

The 360° MDT Programme focuses on developing confident, skilled leaders who can chair effectively, apply systems thinking, manage challenge constructively and embed Standards of Care. As illustrated above, the programme blends practical tools, reflective learning and real-world application to drive measurable improvements in MDT effectiveness, team climate and patient pathways.

👉 Read the full white paper to explore the evidence and impact in more detail.

2024 has been a remarkable year of success and impact, as we delivered what we love most: developing people and driving meaningful change with both new and long-standing clients and partners. We’ve put together a few highlights here.

Various researchers have delved into the relationship between people management, teams, and organisational effectiveness. In this journal we take a look at 10 of the key findings from the research.

Psychological safety results in happier teams that take more intelligent risks, raise concerns sooner, stay on the team longer, are more resilient to change and external threats, and ultimately result in a real improvement to the bottom line of your business or organisation. Read on to find out more.