Leadership Development Toolkit

Overview & Approach

Introduction

• “This Toolkit was created by ex-McKinsey, Deloitte & BCG Management

Consultants specialized in coaching leaders and managers. It will help you (I)
Resolve complex problems, (II) Present with impact, (III) Communicate effectively,
(IV) Negotiate effectively, (V) Manage your time, (VI) Manage your team, (VII)
Manage your stakeholders, (VIII) Facilitate meetings and workshops, and (IX)
Define your personal mission, goals and values. This Toolkit was used to train the
leadership team and the managers of multiple Fortune Global 1000 firms.
• Join the 200,000+ Executives, Consultants & Entrepreneurs who are already
leveraging our Management Consulting Toolkits to improve the performance of
their organization and boost their own career.
• If you have any questions, send us an email at support@domontconsulting.com
and one of our ex-McKinsey, Deloitte & BCG Management Consultants will get
back to you within 2 business days.”

Aurelien Domont
Management Consultant
Domont Consulting Managing Director

2
Content
The Leadership Development Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices,
and video training that can be used to train yourself, or the leadership team and managers of your organization.

Best Practices Frameworks

Advice from
tier-1
Tools
Management What’s
Consultants
inside our
Toolkit?

Real-life Templates
Examples

Video Training
Step-by-step
Tutorials

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Objectives
The Leadership Development Toolkit was created by ex-McKinsey, Deloitte, and BCG management
consultants who specialize in coaching leaders and managers. It will help you:
I. Resolve complex problems: (1) Define problem, (2) Structure problem, (3) Prioritize issues, (4) Plan analyses and work, (5) Conduct analyses, (6)
Synthesize findings & develop recommendations, (7) Present findings & recommendations effectively.
II. Present with impact: (1) Showing strong personal presence, (2) Importance of gestures, (3) Collaborative approach to presenting, (4) The “3 Cs” of
engaging communications.
III. Communicate effectively: (1) Listen effectively, (2) Avoid verbal “communication killers” & use verbal “communication openers”, (3) Use non-verbal
communication efficiently, (4) Do your homework prior to a real conversation, (5) Give and receive feedback, (6) Encourage the person to continue to talk
and tell their story, (7) Check that you’ve understood the other person’s position, (7) Use open and closed questions smartly, (8) Communicate differently
depending on the person’s style.
IV. Negotiate effectively: (1) Preparing for negotiation, (2) Conducting negotiation, (3) Closing negotiation.
V. Manage your time: (1) Have a very well-organized filing system, (2) Avoid procrastination, (3) Avoid being interrupted and distracted to reach a state of
high productivity, (4) Avoid ineffective meetings, (5) Master efficient tools such as Outlook, (6) Never start from scratch, (7) Know how to prioritize.
VI. Manage your team: (1) Build trust among your team, (2) Define your team’s mission, vision, and values, (3) Define your team’s key goals, (4) Define the
key roles and responsibilities, (5) Define the ways of working, (6) Create a one-page team charter with your team, (7) Know how to coach your team
members, (6) Role model a “constructive” culture, (7) Manage change
VII.Manage your stakeholders: (1) List stakeholders who can influence your project or be impacted by it, (2) Segment your key stakeholders, (3) Define &
implement a plan of actions for each stakeholder.
VIII.Facilitate meetings and workshops: (1) Create a foundation for collaboration, (2) Keep the discussion from going off track, (3) Get the discussion back
on track .
IX. Define your personal mission, goals and values: (1) Define your personal mission statement and vision statement, (2) Define your long-term and short-
term goals, (3) Define your behaviors and values, (4) Create your personal development poster.

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Table of contents

I. Resolve complex problems II. Present with impact III. Communicate effectively

IV. Negotiate effectively V. Manage your time VI. Manage your team

VII. Manage your stakeholders VIII. Facilitate meetings and IX. Define your personal mission,
workshops goals and values

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In the next slides, you’ll see a small preview of Section I

I. Resolve complex problems II. Present with impact III. Communicate effectively

IV. Negotiate effectively V. Manage your time VI. Manage your team

VII. Manage your stakeholders VIII. Facilitate meetings and IX. Define your personal mission,
workshops goals and values

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McKinsey’s 7-step problem solving approach
Process

Iterative problem
solving 1. Define 2. Structure 3. Prioritize
Problem Problem problem issues
Communication
with the client

Think impact – What Think speed – Which

Think disaggregation &
are we trying to issues are most

4. Plan analyses
early hypotheses – What
answer? important?
could be the key elements of

and work
the problem? Think efficiency – Where
solving
Iterative problem

with the client

Communication

and how should the team

Think 'so what’ &
spend its time?
potential solution –
What implications do our
Think “Buy in” – How to findings have for the Think evidence – What
convince decision company ? What should are we trying to prove
makers? the Co. do?

7. Present findings & 6. Synthesize

5. Conduct
recommendations findings & develop
analyses
effectively recommendations

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McKinsey’s 7-step problem solving approach
Consideration

1. Iteration: The problem-solving
process is not linear. You should
focus on developing early solutions
and iterating them throughout the
process. Regular, thoughtful
iteration saves time and leads to
stronger solutions.
2. Communication/syndication:
Effective communication and
syndication are vital during problem-
solving. Engage in co-creation with
senior clients and stakeholders to
sharpen the solution, identify issues,
and ensure client ownership. As you
work through the process, expand
stakeholder analysis to
understand their expectations,
values, motivations, and effective
communication mechanisms.
Stakeholder Analysis
• Who will be affected?
Stakeholders • Whom do we need to engage?
• Whom do we need to inform?
• What do we want this group or individual to think or do?
What do we need
• What can they do to support our objectives?
from them?
• How can we minimize any potentially negative impact?
• What issues do they have regarding the project/business?
•
Where are they? What values and motivations can we build on?
• What values and motivations may cause conflict?
What do they • What could we do or say that would resolve their issues?
need from us? • What communication approaches would work best with them?

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1. Define Problem
Overview and framework

The "Define problem" step involves clearly identifying the core issue that needs to be addressed. This is achieved by understanding
the client's objectives and desired outcomes, as well as the context in which the problem exists. To ensure the team focuses on the
most critical aspects of the problem, the problem statement should be specific, measurable, action-oriented, relevant, and time-bound
(SMART).

Framework - Problem Statement Worksheet
The Problem Statement Worksheet serves as a crucial tool for teams to
clearly define and understand the problem they are trying to solve. It
encourages a structured approach to problem definition and helps prevent
scope creep. The worksheet comprises the following key elements:
1. Basic question to be resolved: Define the central issue that must be
addressed to deliver exceptional client impact. The question should be
SMART: specific, measurable, action-oriented, relevant, and time-bound.
2. Context: Describes the client's situation and challenges, such as industry
trends and their position within the industry – e.g., industry trends,
relative position in the industry.
3. Criteria for success: Defines success for the project. Must be shared by
client and team and must include relevant qualitative and quantitative
measures – e.g., impact and impact timing, visibility of improvement,
client mindset shifts.
4. Scope of solution space: Indicate what will and will not be included in
the study – e.g., international markets, research and development
activities, uncontrolled corporate costs.
5. Constraints within solution space: Define the limits of the set of
solutions that can be considered – e.g., must involve organic rather than
inorganic growth.
6. Stakeholders: Identify who makes the decisions and who else could
support (or derail) the study – e.g., CEO, division manager, SBU
manager, key outside influencers.
7. Key sources of insight: Identify where best-practice expertise,
knowledge, and engagement approaches exist (internal and client) – e.g.,
practice experts, EM guides, practice databases.

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1. Define Problem
Problem statement worksheet - Template

Basic question
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________

Context Criteria for success

_____________________________________________________ ____________________________________________________
_____________________________________________________ ____________________________________________________
_____________________________________________________ ____________________________________________________
___

Scope for solution space Constraints within solution space

_____________________________________________________ ____________________________________________________
_____________________________________________________ ____________________________________________________
_____________________________________________________ ____________________________________________________
___

Stakeholders Key sources of insight

_____________________________________________________
_____________________________________________________
_____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
___
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1. Define Problem
Problem statement worksheet - Example

Basic question

"How can XYZ Pharmaceuticals improve its product pipeline and increase its revenue by 25% within the next three years?"

Context Criteria for success

XYZ Pharmaceuticals operates in a competitive market with increasing Success for XYZ Pharmaceuticals includes a 25% increase in revenue, an
regulatory pressures, patent expirations, and emerging competition from improved and diversified product pipeline, reduced time-to-market for new
biosimilars. The company has faced a decline in R&D productivity and a few drugs, and a shift towards a more innovative and data-driven R&D culture
recent late-stage clinical trial failures. within the organization.

Scope for solution space Constraints within solution space

The study will focus on XYZ Pharmaceuticals' global operations, targeting Solutions must prioritize organic growth, such as improving R&D processes
R&D process improvements, portfolio optimization, and strategic and collaboration with academia and startups, while considering strategic
partnerships, while excluding manufacturing and supply chain operations. partnerships and licensing deals rather than large-scale acquisitions.

Stakeholders Key sources of insight

The key stakeholders for XYZ Pharmaceuticals include the CEO, Chief Sources of insight for the study include pharmaceutical industry experts,
Scientific Officer (CSO), R&D directors, heads of therapeutic areas, and R&D process improvement specialists, the McKinsey EM guide on pharma
regulatory affairs managers. strategy, proprietary databases on drug development success rates, and
external publications on best practices in pharmaceutical R&D

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In the next slides, you’ll see a small preview of Section III

I. Resolve complex problems II. Present with impact III. Communicate effectively

IV. Negotiate effectively V. Manage your time VI. Manage your team

VII. Manage your stakeholders VIII. Facilitate meetings and IX. Define your personal mission,
workshops goals and values

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Can you take 5 minutes to list the main verbal “communication killers” you
hear on a weekly basis?

Verbal Communication Killers Hidden Meaning

"You must work together..." Ordering

"You better..." Threatening

"It is your responsibility..." Moralizing

"If I were you..." Advice-giving

“You are still too new... inexperienced..." Judging

"Why did you...?" Interrogating

“Can you stop crying like a baby…” Ridiculing

"Your problem is..." Interpreting

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If you had a real conversation with one of your subordinates, what kind of non-verbal
communications would you use to encourage them to openly discuss and express their
feelings?

S Sit facing the other person squarely

O Adopt an open posture when you are talking

L Lean towards the other person

Make sure your voice qualities like tone, pitch, and loudness are
V appropriate to the conversation

E Use good eye contact

Try to be Relax. It will help the other person to relax too and
R show that you are comfortable listening to them
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What are the 2 main types of questions you can ask? Describe the
advantages and disadvantages of each type of question

Closed questions and open questions:

Closed questions Open questions

Closed questions start with “Is”, “Are”, “Do”, “Does”,…: Open questions start with “Why”, “When”, “How”,
• Do you like your new role? “What”…:
• Is this your first experience as a manager? • How do you feel about this whole situation?

They can be answered by a single word such as “Yes” or • What can I do for you?
“No” They promote open-mindedness and invite many
answers or possibilities

Advantage Disadvantage Advantage Disadvantage

These questions are good
for obtaining specific
information and clarifying
issues
These questions do not These questions stimulate You may receive
encourage a person to talk exploration of concepts unnecessary information
openly and do not provide and ideas and facilitate Not appropriate if you have
you with adequate material creative and critical a tight timeframe
to work with thinking

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It is also very important to learn how to communicate differently
depending on the person’s style

According to MBTI, people can be categorized as:

Extrovert Introvert

Sensing Intuition

Thinking Feeling

Judging Perceiving

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In the next slides, you’ll see a small preview of Section IV

I. Resolve complex problems II. Present with impact III. Communicate effectively

IV. Negotiate effectively V. Manage your time VI. Manage your team

VII. Manage your stakeholders VIII. Facilitate meetings and IX. Define your personal mission,
workshops goals and values

17
Preparing for negotiation
2. Identify ZOPA (Zone of possible agreement) - Example

ZOPA stands for "Zone of Possible Agreement", which is the range of potential outcomes that is acceptable to both
parties in a negotiation. Essentially, it is the area where the interests of both parties overlap, and a mutually beneficial
agreement can be reached.

Possible outcomes that fall in ZOPA

Scenario
A buyer is negotiating with a
supplier over the price and
delivery time of a batch of raw
materials.
Buyer's position
• Wants to pay no more than
$10,000 for the raw materials
• Needs delivery within 2 weeks
Supplier's position
• Wants to sell the raw materials
for $12,000
• Can deliver within 4 weeks
• The buyer and supplier agree to a
price between $10,000 and $12,000
and a delivery time between 2 and 4
weeks
Possible outcomes in favor
of buyer
• The supplier agrees to sell
the raw materials for
$10,000
• The supplier agrees to
deliver the raw materials
within 2 weeks
• The supplier agrees to sell
the raw materials for less
than $10,000 and/or deliver
within 2 weeks
• The buyer agrees to purchase the • The buyer agrees to purchase the
raw materials for $11,000 and the raw materials for $10,500 and the
supplier agrees to deliver within 2 supplier agrees to deliver within 3
weeks weeks
Possible outcomes in favor
of supplier
• The buyer agrees to
purchase the raw materials
for $12,000
Buyer ZOPA Supplier • The buyer agrees to accept
delivery in 4 weeks
• The buyer agrees to
purchase the raw materials
for more than $12,000
and/or accept delivery in 4
weeks

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 o ts
n sh
ee
S cr

See below 2 screenshots from Section IV

Preparing for negotiation DEALS framework

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In the next slides, you’ll see a small preview of Section V

I. Resolve complex problems II. Present with impact III. Communicate effectively

IV. Negotiate effectively V. Manage your time VI. Manage your team

VII. Manage your stakeholders VIII. Facilitate meetings and IX. Define your personal mission,
workshops goals and values

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On average, how many weeks per year do white collars workers spend
looking for information they already have?

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On average, how many weeks per year do white collars workers spend
looking for information they already have?

6 weeks!

Having an organised filing system will help you to save about 3 weeks per year searching for
information that you already have
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There are 3 simple steps to fix your cluttered desk and increase your focus

1 Step 1 - Think 2 Step 2 - Sweat 3 Step 3 - Organize

Think about a the most efficient filing

system for you, a filing system that relates
to how you think, how you view your role

Tips/Activities
Be logical and
Create a filing system so logical and simple that you will be happy to use it even in periods of high stress
simple

Identify your key folders and subfolders based on your different hats. For example, a sales manager could use the following
folders and subfolders:

Folder Subfolders
Identify your Team management John X, Sasha Y,...
different hats
Key account management NSW, WA, VIC,...
Marketing Advertising, Website,...
Strategy Corporate Strategy, Divisional Strategy, Sales strategy,...

Source: Work smarter: Live better – Cyril Peupion

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In the next slides, you’ll see a small preview of Section V

I. Resolve complex problems II. Present with impact III. Communicate effectively

IV. Negotiate effectively V. Manage your time VI. Manage your team

VII. Manage your stakeholders VIII. Facilitate meetings and IX. Define your personal mission,
workshops goals and values

24
What are the top 7 habits of great team managers?

1 They build trust among their team

2 They define the team’s mission, vision, and values

3 They define the team’s key goals

4 They define key roles and responsibilities

5 They define ways of working

6 They create a one-page team charter with their team

7 They know how to coach their team members

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How does a great team manager build trust among their team?

• A great team manager usually organizes and facilitates a 2-hour workshop to build trust among their team
• During the workshop, the team manager will try to increase how well each member of the team knows
them and each other, both on a professional and personal level
• The workshop agenda usually includes the following sessions:
− A 5-minute icebreaker
− Everyone will briefly introduce themselves
− The team manager will then spend 5 minutes interactively explaining the importance of building trust
within the team
− The team manager will organize an exercise to ensure everyone knows each other well, both on a
professional and personal level. An example of a well-known exercise is the Johari Window

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What is the Johari Window exercise?

• The Johari Window model is a simple and useful tool for illustrating and improving self-awareness and
mutual understanding between individuals in a group
• The Johari Window model includes 4 quadrants:

1. Open area 2. Blind area

3. Hidden area 4. Unknown area

Source: Businessballs.com
27
What is the Johari Window exercise?

• The Johari Window model is a simple and useful tool for illustrating and improving self-awareness and
mutual understanding between individuals within a group
• The Johari Window model includes 4 quadrants:

1.Open area 2.Blind area

What is known by the person about What is unknown by the person about
themselves and also known by others themselves but that others know?
(behavior, feelings, knowledge,
experience, skills, views, etc.)?

3.Hidden area 4.Unknown area

What does the person know about What is unknown by the person about
themselves that others do not know? themselves and also unknown by
others?

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In the next slides, you’ll see a small preview of Section IX

I. Resolve complex problems II. Present with impact III. Communicate effectively

IV. Negotiate effectively V. Manage your time VI. Manage your team

VII. Manage your stakeholders VIII. Facilitate meetings and IX. Define your personal mission,
workshops goals and values

29
All great leaders spend a lot of time defining who they are and what they want to
achieve in life. The objective of this presentation is to help you identify your:

1. Mission

2. Vision & Long-term

5. Personal
Goals
Development Poster

4. Short-term Goals 3. Values & Behaviors

30
Why is it important to define your mission, vision, values, and goals?

You have 5 minutes to answer this question. Don’t hesitate to

use post-its to stick on a wall. Keep in mind, 1 key message
per post-it 

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Why is it important to define your mission, vision, values, and goals?

Your mission will help you to have a rough

Mission understanding of who you want to be

Your vision will help you to have a rough understanding By being clear on these
Vision of what you want to achieve in the long run 4 blocks, you will give
more meaning to your
life and help your
subconscious mind to
Values Your values will guide your behaviors help you

Your short-term goals will help you to track your

Goals progress towards your vision

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Why is it so important to help your subconscious mind to help you?

Because your subconscious mind is a lot smarter than your

conscious mind!

As an example, try to guess how much faster your

subconscious is at processing information compared to your
conscious mind.

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Why is it so important to help your subconscious mind to help you?

Because your subconscious mind is a lot smarter than your conscious mind!
As an example, try to guess how much faster your subconscious is at processing information compared to
your conscious mind.

500,000 times faster

Indeed, the subconscious mind can process 20,000,000 bits of info per second whereas the conscious
mind can only process 40 bits of info/sec.

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Concretely, how can your subconscious mind help you to be the person
you want to be and achieve your vision?
The average human being receives 34 gigabytes of information every day. As an example, through cell phones, the
internet, electronic mail, television, radio, newspapers, books, etc., people receive about 105,000 words every day .
Since our consciousness can’t process that much information, our subconscious filters the pieces of information we
receive and bring to our consciousness only a fraction of them.

Key: Piece of information Piece of information we receive that our

we receive subconscious brings to our
consciousness

If you are clear on what you want to be and what you want to achieve, your subconscious mind will extract the
information you really need from all these pieces of information.
That is why when someone decides to buy a blue car, they suddenly start to see blue cars everywhere.

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Example of a personal mission statement

To serve as a leader, live a balanced life,

and apply ethical principles to make a
significant difference.

Denise Morrison
CEO of Campbell
Soup Company

36
Example of a mission statement

I define personal success as being

consistent to my own personal mission
statement: to love God and love others.

Joel Manby
CEO of Herschend
Family Entertainment

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Example of a mission statement

To be a teacher. And to be known for

inspiring my students to be more than
they thought they could be.

Oprah Winfrey
Founder of Own, The
Oprah Winfrey Network

38
 o ts
n sh
ee
S cr

See below 2 screenshots from Section IX

Personal Vision Statement & Long-term Goals Personal Short-term Goals

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Structure of the Toolkit
The Leadership and Managerial Skills Toolkit includes 350 Powerpoint slides, 2 Excel sheets and 7 minutes of
Video training organized in multiple files that you can download on your device immediately after your purchase.

350 editable Powerpoint slides* 2 Excel sheets* 7 minutes of Video training

I. Resolve complex problems VI. Manage your team

II. Present with impact VII.Manage your stakeholders
III.Communicate effectively VIII.Facilitate meetings and workshops
IV. Negotiate effectively IX. Define your personal mission, goals and values
V. Manage your time

*Please note that the number of PowerPoint slides listed is the number of unique slides. For example, a PowerPoint slide that has been duplicated to
facilitate our clients’ understanding only counts for 1 slide.

40
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