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Leadership and Management
Learning Design
Strategy
Level Up Your Line Managers

Our Line Manager Toolkit explores 5 actionable methods to better support your line managers, 3 tried-and-tested line manager development solutions, and case studies from our partnerships with pioneering global brands.

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Leadership and Management
Skills
Strategy
Do Line Managers of Early Talent Have It Harder?

The “Covid generation” has had their pathways to starting and growing their careers upended due to the pandemic and economic instability. Employers and organisations need to equip their line managers with the right tools to cater to this generation’s challenges and needs, and help set them up for long-term success.

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Leadership and Management
Skills
Strategy
5 Ways to Help Your Line Managers Thrive

75% of people who voluntarily left their role did so for reasons their line manager could directly influence. People don’t leave companies, they leave managers, and failing to properly invest in your line managers can have strong consequences for your organisation. Here's 5 ways to help them thrive.

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Diversity & Inclusion
Leadership and Management
Strategy
3 Trends Shaping Gen Z and the Implications for Development

With graduate job vacancies 20% higher now than they were pre-pandemic, we explore 3 ways that organisations can better cater for their Gen Z cohorts in what is quickly becoming a candidate-driven market.

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Diversity & Inclusion
Leadership and Management
Strategy
3 Tips to Cultivate Psychological Safety in the Workplace

Being able to openly discuss views is crucial for constructive ideating, and yet just 3 in 10 workers believe that their opinions count at work. Here are three focus areas for leaders to better facilitate a psychologically safe workplace and help fuel productivity, creativity, and overall performance.

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Leadership and Management
Learning Design
Want Better Leaders? Teach Them To Be Empathetic

As organisations and their people experience crisis, struggle with burnout, or find it challenging to find happiness and purpose in their work, are empathetic leaders shifting from a “nice to have” to a strategic imperative?

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