A hands-on leadership experience for new and emerging managers
THE PROBLEM WITH MOST MANAGEMENT TRAINING
Most managers learn the operational side of their job quickly. They figure out how to assign roles, set priorities, and track progress. What they don't learn is how to lead the people doing the work.
That gap is expensive. 57% of employees have left a job because of their manager. 70% of the variance in employee engagement comes down to the quality of management. And yet most leadership training skips the human layer entirely, offering checklists, acronyms, and models that look good on a slide and disappear by Monday morning.
Lead With Identity takes a different approach. Over six weeks, managers learn how to see the person behind the role, how to use identity and emotional insight as practical leadership tools, and how to build the conditions where people actually want to give their best.
Every session is built around real scenarios, live practice, and between-session assignments that apply directly to the people managers are leading right now.
WHO THIS IS FOR
This course is for managers who are new to people management, recently promoted, or leading a team for the first time. It is also for experienced managers who sense that something is missing in how they lead, that they are managing roles and outputs but not fully reaching the people doing the work.
It is especially valuable in organizations that are scaling fast, where culture is being built in real time and the habits leaders develop now will shape everything that follows.
WHAT MANAGERS WALK AWAY WITH
By the end of the six weeks, every manager will have:
THE SIX WEEKS
Session 1 — The Person Behind the Role
Most managers were never taught that the person doing the job and the role they occupy are two different things. This session makes that distinction clear and shows why it matters. Managers examine their own leadership style, identify what they currently know about the people they lead versus what they are assuming, and learn what personal identity actually is and why it is the root of engagement.
What you'll learn: What identity is and why it matters. The difference between managing a role and leading a person. How to take stock of what you actually know about the people you manage.
Session 2 — How to Uncover Identity at Work
Knowing that identity matters is only useful if you know how to access it. This session teaches managers how to use everyday interactions, one-on-ones, and open-ended questions to learn who their people actually are. Managers practice active listening, learn how to hear what someone is not saying, and begin applying these tools in real conversations between sessions.
What you'll learn: How to have identity-revealing conversations without making them feel like interviews. Active listening as a leadership tool. How feelings reveal stories, and stories reveal what someone actually needs.
Session 3 — Creating Engagement Part I: Remove the Fear
Engagement is how emotionally invested someone is in their work. The first barrier to engagement is fear, and most managers are creating it without knowing it. This session introduces four types of fear that show up in workplaces and how to create the corresponding level of psychological safety. Managers learn to diagnose what kind of fear might be present and respond with the right tool.
What you'll learn: Why fear is the primary obstacle to engagement. The four levels of psychological safety: inclusion, learner, contributor, challenger. How to read a situation and respond with the right kind of support.
Session 4 — Creating Engagement Part II: Inspire the Desire
Removing fear is the floor, not the ceiling. Once people feel safe, they still need a reason to invest more than the minimum. This session covers how to connect a person's role to their values, how to personalize the day-to-day work environment to activate motivation, and how to use what managers know about each person's identity to make their work feel meaningful.
What you'll learn: How to connect role to values in a way that builds motivation. How to personalize work without creating unfair treatment. The difference between what someone does and what drives them to do it well.
Session 5 — Innovation: When People Feel Heard, Ideas Survive
Every team has complaints, workarounds, and moments where someone thinks there has to be a better way. This session teaches managers how to hear those moments as seeds of innovation rather than noise to manage. Managers learn how to respond when someone brings an idea, how to run one-on-ones that surface insight, and how to structure team environments where collaboration and feedback happen naturally.
What you'll learn: Why innovative ideas die and how to prevent it. How to look for seeds of innovation in everyday complaints. Three tools for creating an environment where new ideas can grow: one-on-ones, meeting norms, and feedback forums.
Session 6 — Integration and Application
The final session brings the full arc together. Managers connect the work across identity, engagement, and innovation into a coherent approach they can sustain beyond the course. They share what changed in how they lead, what they are doing differently with their teams, and where they want to continue developing.
What you'll learn: How identity, engagement, and innovation connect into a single coherent leadership approach. How to continue the work after the course ends. What actually changed in how you lead.
HOW THE COURSE WORKS
The course runs over six weeks with one two-hour session per week, delivered live or virtually. Each session combines instruction, real-world examples, and live practice exercises. Between sessions, managers complete short assignments that apply the week's concepts directly to the people they are leading right now.
The course is designed for small cohorts so every participant gets real attention and real practice. Sessions are not lectures. They are conversations, and the learning happens in the room.
For those who want to go deeper, one-on-one coaching is available to graduates upon request.
"I feel more confident and energized about being a manager after completing Uniquity's 6-week training course. The structure of the content, exercises, and homework allowed me to apply what I was learning in real time, making each concept feel practical and immediately usable. Each session combined real-world examples with interactive practice, so I wasn't just learning, I was actively building habits and approaches that improve how I communicate, problem-solve, and drive innovation on my teams. Because I had already tested these practices during the course with the facilitator, the between-session work felt purposeful and directly connected to my day-to-day work. This hands-on approach helped the learning stick, and I've continued to see the impact in how I show up as a manager, making more intentional decisions and leading with greater clarity and confidence."
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