Leadership Training: How to Build the Right Cohort

Department-Specific Cohorts

Deep bonds and practical relevance

Running sessions with leaders from the same department can be incredibly powerful. People often share more personally about their identity and experiences, which can unexpectedly deepen trust and cohesion within the team. Many organisations we work with report that this alone becomes a valuable outcome.

There is also the benefit of contextual relevance. When everyone works within the same environment, discussions and action plans can be immediately practical and aligned with shared challenges. It can also strengthen collective ownership of culture change within a department.

The potential downside is that the group may reinforce existing norms or blind spots if the department lacks diversity of thought. Leaders also miss the chance to learn how other parts of the organisation are tackling similar issues in different ways.

Mixed Departmental Cohorts

Breaking silos and broadening perspective

In more traditional or highly siloed organisations, mixing departments can be transformative. Without cross-departmental dialogue, inclusion efforts can end up fragmented and inconsistent. Mixed cohorts bring a wider range of experiences, leadership styles and cultural perspectives into the room, which can spark new ideas and greater empathy.

This format can be especially helpful when one department is further ahead in its DEI journey. Their real world successes can act as role modelling for peers. There is, however, a practical reality many organisations recognise: sometimes larger mixed cohorts are simply more cost effective, even if they are not the perfect design.

A Blended Approach

The best of both worlds?

A hybrid model can offer a balanced and highly effective path. For example, organisations might start with mixed cohorts to build shared language and understanding around inclusion, then follow with department specific sessions to apply learning in context and co create practical action plans.

The only trade-off is that the strong bonding that happens within single departments can be less pronounced. But overall, this phased approach often strengthens both strategic alignment and day to day application across the organisation.

Should Managers and Senior Leaders be Trained Together?

Another important design choice is whether to combine levels of seniority. This too has clear pros and cons. Mixed groups can align people around a shared vision, encourage cross level dialogue, break down hierarchy and help senior leaders visibly role model inclusive behaviours. They can also strengthen networks and improve understanding of the challenges managers face.

The risks come from power dynamics. Managers may feel less able to speak openly and the needs of senior leaders and frontline managers can differ. It also requires skilled facilitation to keep the space psychologically safe and balanced. Mitigation strategies include pre session briefings, thoughtful breakout design and using anonymous tools to surface honest input.

Designing Leadership Programmes That Bring Out the Best in Every Group

When it comes to the perfect cohort for leadership training, there is no single right answer (sorry!) The best mix depends on your organisation’s culture, goals, level of maturity in DEI and appetite for change. But one thing is consistent: the composition of your cohort will shape the learning experience just as much as the content. Taking the time to design this intentionally leads to richer conversations, stronger relationships and more sustainable change.

If you’d like to explore which approach might be right for your organisation, don’t hesitate to speak to our training team.