Tasked with refreshing our approach to leadership development by a new global CEO, who also wanted to leverage the opportunity to change behaviour at the coal-face, we partnered in the design and delivery with a small consulting firm to develop our flagship programme for Tier 2 and 3 executive leaders. Some of the challenges we needed to overcome in the design of the programme included the need to get Tier 1 leaders aligned with key messaging, ground the learning in the real day-to-day business challenges faced by our leaders, cater for multiple learning style preferences, and cultivate collaborative networks that would continue to provide support for leaders long after the programme had run its course. As well as explaining how these challenges were overcome, the case study will also touch on some of the unintended but happy consequences that came about as a result of the programme.