Management and Leadership Programme

This course has been funded by the National Lottery Community Fund, Access to Justice Foundation and AB Charitable Trust and it is delivered in partnership with the Legal Aid Practitioners Group.

More Information

What is the MLP and who is it for?

Applications for the 2026 Programme have closed.

The Management & Leadership Programme (MLP) is a unique, sector-specific learning journey for managers and emerging leaders working in law centres, CABx, and other advice charities. It’s designed to help the people who hold the sector together - those managing teams, projects and organisations - to develop the skills, confidence and perspective they need to lead with purpose. This isn’t corporate management training. It’s practical, relevant, and rooted in the realities of social justice work, designed and delivered by people who understand the pressures, the passion, and the complexity of leading in values-driven organisations. We offer 24 places on each Programme, and it has been designed for managers from not for profit advice organisations, such as Law Centres, CABx, advice charities, and community-based organisations developing advice services across the UK. The Programme is open to middle managers leading teams, projects or departments and to senior leaders - including CEOs and Heads of Service, looking to deepen their strategic leadership practice.

Learn More Here

Learning Outcomes

By the end of the programme, participants will:

Gain clarity an confidence in their management role.
Lead people effectively, with emotional intelligence and pragmatic honesty.
Recognise and prioritise the value of time for management and creating purpose within their team.
Explore ways to strengthen organisational culture, resilience and communication.
Contribute strategically to planning, risk, finance and partnership work.
Develop strategies to lead and manage in organisation navigating complexity, change and challenge.
Feel connected to a wider community of managers shaping the future of the sector.

Programme Curriculum

1. How To Use Thinkifc
2. The Management & Leadership Programme
3. How to Book a Tutorial with Your Tutor
4. Competency Self Assessment
5. Participant Biographies and Emails
1. Zoom Link for Sessions
1. 28th Jan - Live Session 1A - Introduction and Focus on Deep Dives
1. Introduction
2. Learning Outcomes
3. What are Management and Leadership?
1. Introduction
2. Learning Outcomes
3. Understanding the Complexity of Management
1. 4th Feb - Live Session 1B - Resources Deep Dive
1. Introduction
2. Learning Outcomes
3. Looking After Yourself
1. Introduction
2. Learning Outcomes
3. Critical Thinking
1. Introduction
2. Learning Outcomes
3. Emotional Intelligence
1. Introduction
2. Learning Outcomes
3. A Familiar Scenario
4. About the Time Management Course
5. Why Time Management Matters in Advice Services
6. Time Management, Self-Care and Sustainability
7. Effective Time Management - The Core Essentials (Part 1)
8. Effective Time Management - The Core Essentials (Part 2)
9. Practical Strategies - The Basics
10. Tips to Make Time Management Easier
1. Introduction
2. Learning Outcomes
3. What Do We Mean by “Data” and “Learning”?
4. Why Data and Learning Matter in Advice and Legal Work
5. The Manager’s Role in Capturing and Using Data
6. Organisational Learning vs Personal Learning
7. Common Barriers to Learning (and Why They Persist)
8. Reflection: Data and Learning in Practice
9. Further Learning: Data, Insight, and Learning Culture
10. Some Downloadable Materials
1. Introduction
2. Learning Outcomes
3. What Do We Mean by “Governance”?
4. The Role of Trustees (and Why It Matters)
5. The Limits of the Trustee Role
6. How Management and Trustees Should Work Together
7. Governance vs Day-to-Day Management (Why the Distinction Matters)
8. Reflection: Governance in Practice
9. Further Learning: Governance in Practice
10. Some Downloadable Materials
1. Learning Outcomes
2. Introduction to the Chapter
1. Learning Outcomes
2. Supporting Your Team
1. Supervision and Support
1. 11th Feb - Live Session 2A - Supervision & Targets
2. Please share any current HR challenges in this anon link
1. Interim Feedback
1. Learning Outcomes
2. Thinking About Recruitment
3. Thinking About Induction
1. 4th March - Live Session 2B - Performance Management and Difficult Conversations
2. Some useful resources
1. 16th March - Live Session 2C - EDI with Phanuel Mutumburi
1. 25th March - Live Session 2D - Difficult Conversations & Staffing Challenges
1. About Chapter 3 - Strategic Management
1. 22nd April - Live Session 3A - Strategic Thinking and Planning
1. Introduction
2. Mission-Led but Financially Literate with Robust Budgeting and Forward Planning
3. Know Your True Cost Base / Reliable Management Information
4. Cash is as Important as Surplus / Build and Protect Reserves
5. Diversify Income Intelligently / Match Staffing Model to Income Reality
6. Make Hard Decisions Early / Governance with Grip
7. Invest, Don’t Only Cut / Plan Beyond Survival
8. Reflection Questions
1. Introduction
2. What Full Cost Recovery Means / Why It Matters
3. The Frontline Funding Trap / Direct Costs vs Real Costs
4. Salary is Not the Same as Cost / Time is a Cost
5. Pricing Projects Properly / Deciding Whether to Subsidise
6. Allocating Overheads Fairly / Speaking Honestly with Funders
7. Common Mistakes / Building a Healthy Culture Around Costs
8. Reflection Questions
1. Introduction
2. What Funding Types Mean / Why the Distinction Matters
3. Restricted Funding / Benefits and Risks
4. Unrestricted Funding / Why It Is So Valuable
5. Core Funding / Why It Is Often Hard to Secure
6. Funding Mix and Strategy / Common Mistakes
7. How Managers Should Use This Knowledge / Talking to Funders Confidently
8. Reflection Questions
1. Introduction
2. What Reserves Are / Why They Matter
3. Common Uses of Reserves / What Reserves Are Not For
4. How Much is Enough? / Why There is No Magic Number
5. Building Reserves / Rebuilding After They Have Been Used
6. Reserves and Strategic Freedom / Reserves and Hard Decisions
7. Communicating About Reserves / Healthy Culture Around Reserves
8. Reflection Questions
1. Introduction
2. What a Budget Is / Why It Matters
3. The Single Organisational Budget / Starting with Strategy
4. Building the Income Side / Building the Cost Side
5. Team, Department, or Project Budgets / Why Break Budgets Down
6. Monitoring the Budget / Reforecasting During the Year
7. Common Mistakes / Building a Healthy Budget Culture
8. Reflection Questions
1. Introduction
2. What Management Accounts Are / Why They Matter
3. What to Look At First / The Core Questions
4. Understanding Variances / Good vs Poor Variance Analysis
5. Common Meaningful Variances / Looking Behind the Numbers
6. Forecasting and Action / Using Team or Project Views
7. Common Mistakes / Building Financial Confidence as a Manager
8. Reflection Questions
1. Introduction
2. What Cash Flow Forecasting Is / Why It Matters
3. Surplus is Not the Same as Cash / Common Cash Pressures
4. Building a Forecast / What to Include
5. Reading the Forecast / Identifying Pressure Points
6. Scenario Planning / Cash and Reserves
7. Common Mistakes / Good Management Habits
8. Reflection Questions
1. Introduction
2. What a Balance Sheet Is / Why It Matters
3. Assets / Liabilities
4. Net Assets and Funds / Restricted vs Unrestricted
5. What Must Be in Charity Accounts (SORP Context) / Main Components
6. The Trustees’ Report and Notes / What Managers Should Read
7. Common Misunderstandings / Practical Use for Leaders
8. Reflection Questions
1. Introduction
2. What Insolvency Means / Why It Matters for Charities
3. Common Causes / Why Good Organisations Still Get into Trouble
4. Warning Signs / What Managers Should Notice Early
5. Trustee and Leadership Duties / Acting Early
6. Cash Flow Insolvency vs Structural Deficit / Rescue vs Closure
7. Culture, Courage and Learning
8. Reflection Questions
1. Manchester 11th May - In-Person Live Session 3B - Strategic and Operational Challenges & Change Management
1. Bristol 18th May - In-Person Live Session 3B -Strategic and Operational Challenges & Change Management
1. About Chapter 4 - Partnerships and Communications
1. Power, Partnerships and Accountability
1. What is Comms for in a Social Justice Organisation?
1. Comms in Local, Place Based Charities
1. 17th June - Live Session 4A - Partnership and Collaboration
1. Using data and MEL without getting lost in it
1. 1st July - Live Session 4B - Campaigning and Impact & Digital and AI
1. MLP 2026 Alumni Symposium In-Person

About This Programme

46 Topics
10 Live Sessions
2 In-Person Sessions

Welcome to the course!

Zoom Link

1.1 28th Jan - Live Session 1A - Introduction and Focus on Deep Dives

1.2 What are Management and Leadership?

1.3 Understanding the Complexity of Management

1.4 4th Feb - Live Session 1B - Resources Deep Dive

1.5 Looking After Yourself

1.6 Critical Thinking

1.7 Emotional Intelligence

1.8 Time Management

1.9 Introduction to Data & Learning

1.10 What is Governance?

2.1 Introduction to Chapter 2

2.2 Supporting Your Team

2.3 Supervision and Support

2.4 11th Feb - Live Session 2A - Supervision & Targets

*Required* Interim Feedback

2.6 Thinking About Recruitment & Induction

2.7 4th March - Live Session 2B -Performance Management and Difficult Conversations

2.8 16th March - Live Session 2C - EDI with Phanuel Mutumburi

2.9 25th March - Live Session 2D - Staffing Challenges

3.1 Introduction to Chapter 3 - Financial & Strategic Management

3.2 22nd April - Live Session 3A - Strategic Thinking and Planning

3.3 Financial Management and Sustainability in Advice and Legal Charities

3.4 Full Cost Recovery and Understanding Costs

3.5 Understanding Restricted, Unrestricted and Core Funding

3.6 Understanding Reserves in Advice and Legal Charities

3.7 Why and How to Create a Budget in an Advice and Legal Charity

3.8 Understanding Management Accounts and How to Use Them

3.9 Cash Flow Forecasting in Advice and Legal Charities

3.10 Understanding the Balance Sheet and What Must Be in Charity Accounts

3.11 Understanding Insolvency in an Advice and Legal Charity

Manchester 11th May - In-Person Live Session 3B - Strategic and Operational Challenges & Change Management

Bristol 18th May - In-Person Live Session 3B -Strategic and Operational Challenges & Change Management

4.1 Introduction to the Chapter - Partnerships and Communication

4.2 Power, Partnerships and Accountability

4.3 What is Comms for in a Social Justice Organisation?

4.4 Comms in Local, Place Based Charities

4.5 17th June - Live Session 4A - Partnership and Collaboration

4.8 Data and MEL

4.9 1st July - Live Session 4B - Comms & Programme Close

October - In-Person Alumni Symposium

About This Programme

Required Interim Feedback